Podcasts about hr people

052025 2nd HR -People in Mass Fighting and Rallying Gov And What Ai Claimed by Kate Dalley

What's the state of AI adoption across different regions around the world, and how are people professionals reacting to it? Where does the onus lie when it comes to skills development? How can people professionals support and develop employee resilience? And finally, what should be done about the rising trend of ‘stress bragging'? CIPD Director of Profession, David D'Souza, is joined by Dr Adrian Waite, Head of Talent, Leadership and Organisation Effectiveness at Boehringer Ingelheim, in Dubai, and Alison Hodgson, Market Director – Ireland at CIPD. Recorded: 16 May 2025

Could the humble suggestion box make a comeback as the key to acquiring honest, off-the-cuff feedback? What risks do organisations face by ignoring or mismanaging employee voice? Is a gamified approach to performance management the future? And are employees staying faithful or taking part in ‘job polygamy'? CIPD Director of Profession David D'Souza is joined by Caroline Roberts, HR director at The King's Fund and associate non-executive director at Barking, Havering and Redbridge University NHS Trust, and Sarah Mason, chief people officer at SThree. Recorded: 2 May 2025

Reflecting on his journey in healthcare, Magnus explains how GSK's Purpose shapes HR strategy, ensuring talent, leadership, and culture decisions are grounded in patient impact. Magnus explores the future of work, highlighting the growing importance of skills as the new currency of the workforce. He discusses HR's role in helping people build and apply future-ready capabilities, particularly in fast-changing scientific environments. He also stresses the need to protect entry-level roles and ensure inclusive career development, linking this to broader societal responsibilities. Magnus urges HR leaders to embrace the global skills challenge and extend their influence beyond the workplace - unlocking the full potential of HR to shape a more inclusive, future-ready world. This episode is sponsored by Redgrave Today's episode is brought to you by Redgrave, a leading executive search, interim, and leadership advisory firm supporting business owners, investors, and leaders. Redgrave specialises in identifying and securing senior leaders for businesses across diverse industries, whether it's CEOs, board members, or functional leadership roles. They combine deep market expertise with a bespoke, relationship-driven approach, ensuring that every search delivers impact. And when it comes to People & Culture leadership, they know just how critical the right HR and People leaders are to shaping business success. Redgrave's People & Culture Practice partners with organisations to find transformative CHROs, CPOs, and senior HR leaders who create the environments where businesses, and people, thrive. Sustainability is also rising on the HR agenda, responsibility, but as a compelling element of an organisation's employee value proposition and operations. Redgrave supports clients in finding leaders who can embed responsible practices into a firm's business strategy and align sustainability with performance. Whether it's a permanent hire or technical interim support, they help HR functions drive meaningful, measurable change. If you're looking for exceptional leadership that makes a difference, visit Redgrave Search to find out more.

As we look ahead to some of the key themes for International HR Day 2025, this episode — recorded at the CIPD Annual Conference and Exhibition 2024 — explores what organisations need to be doing in practical terms to ensure AI becomes a force for good. How are skill requirements expected to evolve over the medium to long term? What role should the profession play in helping organisations navigate change? And finally, is ‘pleasanteeism' really a thing? CIPD Director of Profession David D'Souza is joined by Roisin Walsh, Head of Workforce Capability and Inclusion at Civil Service in Ireland, Radha Barj, Co-Founder and CEO at Rythmik, David Ducheyne, Vice President of European Association for People Management (EAPM). Recorded: CIPD Annual Conference and Exhibition, 7 November 2024

Wie gelingt echte Weiterbildung im Unternehmen? Und warum braucht es dafür Live-Trainings statt 0815 Webinare? Diese Woche spricht Henrik Zaborowski mit Julia Kupke, CEO und Gründerin von Lotaro, einer Plattform für interaktive Live-Trainings die gezielt People Skills stärken: Mentale Gesundheit, Konfliktfähigkeit, Führungskompetenz und mehr.

What's up everyone and welcome to The Corporate Bartender!Recently on the podcast, we interviewed the "not like you" person. This go around, we've got the "stop doing" person.We've got Liz Weber on the program. Don't know Liz? We've got your back!She's a CEO, sought-after keynote speaker, and the author of TEN best selling books. Liz is a Top 25 Global Guru, alongside the likes of John Maxwell and Simon Sinek - pretty good company if you ask me! Liz is a wealth of knowledge, and was a blast to talk with. Today we get into her book, "What Human Resources Professionals Need to Stop Doing."This was an amazing conversation, and I think you're gonna dig it!If you want to skip straight to the interview, 2:38 is your spot!TCB Layout:0:00 - Show Open & Intro0:56 - Titles1:24 - Kickoff 2:38 - Liz Weber Interview49:13 - Wrap & CloseWebsite: https://www.wbsllc.com/LinkedIn: https://www.linkedin.com/in/lizwebercmc/Join our community!https://the-corporate-bartender.mn.co/Theme Music by Hooksounds.comGood Feels Stories Copyright Paramount/CBS

Change and uncertainty seem inevitable. As organisations navigate global tariffs imposed by the US president, what other priorities should the C-suite address? How might an overreliance on AI affect career progression? Is it time to rethink effective workplace communication? And should we consider adopting body doubling to boost productivity? CIPD Director of Profession David D'Souza is joined by Chief People Officer at One Advanced, Katie Obi, and Head of People and Culture at Hastings Hotels Group, Rob Rees. Recorded: 04 April 2025

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Jens Bender (Founder & MD Worktech Advisor und Initiator HR Angels Club) Jens Bender ist ein erfahrener Unternehmer und Managing Director der WorkTech Advisory GmbH mit Fokus auf den HRTech und WorkTech-Markt. Er begleitet Investoren und Scale-Ups als Advisor und Beirat mit seiner Unternehmererfahrung und seinem Netzwerk bei Go-To-Market sowie Produktportfolio und Partnerthemen. Während des Studiums an der WHU gründete Jens das Unternehmen PeoplePath, das sich zum weltweit führenden Anbieter von Alumni- und Talent Relationship Management-Lösungen entwickelte. Anschließend leitete er als Geschäftsführer die markt- und produktbezogenen Aktivitäten des Geschäftsbereichs Haufe Talent/ Haufe-Umantis, dem führenden Anbieter von Bewerbermanagement- und Mitarbeiterverwaltungslösungen für mittelständische Kunden in DACH. Neben seiner beratenden Tätigkeit initiierte er den HR Angels Club als größtes HR & WorkTech fokussiertes Business Angel-Netzwerk in Europa. Darüber hinaus ist er regelmäßiger Autor, Redner, Diskussionsteilnehmer und Podcast-Gast in Branchengesprächen.   Themen Mit Jens Bender (Founder & MD Worktech Advisor und Initiator HR Angels Club) habe ich in der GainTalents-Podcastfolge 395 über die neuesten Entwicklungen im Bereich HR-Tech gesprochen. Viel Spaß beim Reinhören. Bei Jens bedanke ich mich recht herzlich für das sehr gute Gespräch und für die vielen guten Tipps zum Thema.  Was gibt es Neues im Bereich HR-Tech keine Überraschung: AI ist das große Thema, da auch viele neue Technologien um AI herum entstehen Recruiting: Ansprache (Formulierung von Ansprachen, mehr Marketing-/Sales-Logik) Talentpool (Aufbereitung und Interaktion mit Talenten) Interviews und Assessment mit Kandiaten:innen, aber auch intern, um z.B. Positionsprofile zwischen Recruiting und Hiring-Manager:innen abzustimmen Transkription von Gesprächen, um Inhalte für das Gespräch zu optimieren und um die Art der Gesprächsführung im Interviewprozess zu optimieren Scheduling für Terminvereinbarung mit Kalenderintegration Bewerbermanagement (logische Checks, ob alle wichtigen Dokumente vorliegen) Frontline-Worker Interaktion und Kommunikation mit den Mitarbeitenden (meistens App-basiert) Onboarding, z.B. Einarbeitung von Mitarbeitenden (Compliance, Sicherheit, etc.) Benefits / Payroll Multibenefits-Plattformen mit Fokus auf individuelle Benefits (Ernährung, Gesundheit, Finanzen, Familie, etc.) große Konzerne wie z.B. Sodexo (aus dem Catering) dringen in das Benefits-Business ein Payroll - starker Trend zum Outsourcing und daher Konsolidierung in dem Bereich - wie bekommt man mehr Produktivität in die Outsourcing-Leistungen? Analytics - mehr Daten in HR (People und Organisational Analytics) sowie Schnittstellen und Integrationen in andere Systeme mehr Daten, um den Business Impact von HR besser darstellen zu können Personalplanung wird optimiert Sourcing, Mulitkanalstrategien analysieren und bewerten Zukunft in HR Tech: Trend zu Talentplattformen (starker Wettbewerb zu Stellenanzeigenportalen) mehr Daten- als Prozessorientierung (KI-Software vs. klassischer Prozess-Software) mehr internationale Player drängen auf den deutschen Markt   #hrtech #peopleanalytics #recruiting #benefits #AI #GainTalentspodcast   Shownotes Links - Jens Bender LinkedIn: https://www.linkedin.com/in/jens-bender/ Monthly HR-Tech funding news: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7226887500227653635 Monthly HR-Tech M&A news: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7226888225003294720 HR Angels Club: https://www.hrangels.club/ Multi-Benefits: https://www.haufe.de/personal/hr-management/multi-benefits-plattformen-marktuebersicht_80_641762.html Payroll: https://www.haufe.de/personal/entgelt/herausforderungen-in-der-lohnbuchhaltung_78_637918.html   Links Hans-Heinz Wisotzky: Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Jens Bender (Founder & MD Worktech Advisor und Initiator HR Angels Club) Jens Bender ist ein erfahrener Unternehmer und Managing Director der WorkTech Advisory GmbH mit Fokus auf den HRTech und WorkTech-Markt. Er begleitet Investoren und Scale-Ups als Advisor und Beirat mit seiner Unternehmererfahrung und seinem Netzwerk bei Go-To-Market sowie Produktportfolio und Partnerthemen. Während des Studiums an der WHU gründete Jens das Unternehmen PeoplePath, das sich zum weltweit führenden Anbieter von Alumni- und Talent Relationship Management-Lösungen entwickelte. Anschließend leitete er als Geschäftsführer die markt- und produktbezogenen Aktivitäten des Geschäftsbereichs Haufe Talent/ Haufe-Umantis, dem führenden Anbieter von Bewerbermanagement- und Mitarbeiterverwaltungslösungen für mittelständische Kunden in DACH. Neben seiner beratenden Tätigkeit initiierte er den HR Angels Club als größtes HR & WorkTech fokussiertes Business Angel-Netzwerk in Europa. Darüber hinaus ist er regelmäßiger Autor, Redner, Diskussionsteilnehmer und Podcast-Gast in Branchengesprächen.   Themen Mit Jens Bender (Founder & MD Worktech Advisor und Initiator HR Angels Club) habe ich in der GainTalents-Podcastfolge 395 über die neuesten Entwicklungen im Bereich HR-Tech gesprochen. Viel Spaß beim Reinhören. Bei Jens bedanke ich mich recht herzlich für das sehr gute Gespräch und für die vielen guten Tipps zum Thema.  Was gibt es Neues im Bereich HR-Tech keine Überraschung: AI ist das große Thema, da auch viele neue Technologien um AI herum entstehen Recruiting: Ansprache (Formulierung von Ansprachen, mehr Marketing-/Sales-Logik) Talentpool (Aufbereitung und Interaktion mit Talenten) Interviews und Assessment mit Kandiaten:innen, aber auch intern, um z.B. Positionsprofile zwischen Recruiting und Hiring-Manager:innen abzustimmen Transkription von Gesprächen, um Inhalte für das Gespräch zu optimieren und um die Art der Gesprächsführung im Interviewprozess zu optimieren Scheduling für Terminvereinbarung mit Kalenderintegration Bewerbermanagement (logische Checks, ob alle wichtigen Dokumente vorliegen) Frontline-Worker Interaktion und Kommunikation mit den Mitarbeitenden (meistens App-basiert) Onboarding, z.B. Einarbeitung von Mitarbeitenden (Compliance, Sicherheit, etc.) Benefits / Payroll Multibenefits-Plattformen mit Fokus auf individuelle Benefits (Ernährung, Gesundheit, Finanzen, Familie, etc.) große Konzerne wie z.B. Sodexo (aus dem Catering) dringen in das Benefits-Business ein Payroll - starker Trend zum Outsourcing und daher Konsolidierung in dem Bereich - wie bekommt man mehr Produktivität in die Outsourcing-Leistungen? Analytics - mehr Daten in HR (People und Organisational Analytics) sowie Schnittstellen und Integrationen in andere Systeme mehr Daten, um den Business Impact von HR besser darstellen zu können Personalplanung wird optimiert Sourcing, Mulitkanalstrategien analysieren und bewerten Zukunft in HR Tech: Trend zu Talentplattformen (starker Wettbewerb zu Stellenanzeigenportalen) mehr Daten- als Prozessorientierung (KI-Software vs. klassischer Prozess-Software) mehr internationale Player drängen auf den deutschen Markt   #hrtech #peopleanalytics #recruiting #benefits #AI #GainTalentspodcast   Shownotes Links - Jens Bender LinkedIn: https://www.linkedin.com/in/jens-bender/ Monthly HR-Tech funding news: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7226887500227653635 Monthly HR-Tech M&A news: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7226888225003294720 HR Angels Club: https://www.hrangels.club/ Multi-Benefits: https://www.haufe.de/personal/hr-management/multi-benefits-plattformen-marktuebersicht_80_641762.html Payroll: https://www.haufe.de/personal/entgelt/herausforderungen-in-der-lohnbuchhaltung_78_637918.html   Links Hans-Heinz Wisotzky: Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Jens Bender (Founder & MD Worktech Advisor und Initiator HR Angels Club) Jens Bender ist ein erfahrener Unternehmer und Managing Director der WorkTech Advisory GmbH mit Fokus auf den HRTech und WorkTech-Markt. Er begleitet Investoren und Scale-Ups als Advisor und Beirat mit seiner Unternehmererfahrung und seinem Netzwerk bei Go-To-Market sowie Produktportfolio und Partnerthemen. Während des Studiums an der WHU gründete Jens das Unternehmen PeoplePath, das sich zum weltweit führenden Anbieter von Alumni- und Talent Relationship Management-Lösungen entwickelte. Anschließend leitete er als Geschäftsführer die markt- und produktbezogenen Aktivitäten des Geschäftsbereichs Haufe Talent/ Haufe-Umantis, dem führenden Anbieter von Bewerbermanagement- und Mitarbeiterverwaltungslösungen für mittelständische Kunden in DACH. Neben seiner beratenden Tätigkeit initiierte er den HR Angels Club als größtes HR & WorkTech fokussiertes Business Angel-Netzwerk in Europa. Darüber hinaus ist er regelmäßiger Autor, Redner, Diskussionsteilnehmer und Podcast-Gast in Branchengesprächen.   Themen Mit Jens Bender (Founder & MD Worktech Advisor und Initiator HR Angels Club) habe ich in der GainTalents-Podcastfolge 395 über die neuesten Entwicklungen im Bereich HR-Tech gesprochen. Viel Spaß beim Reinhören. Bei Jens bedanke ich mich recht herzlich für das sehr gute Gespräch und für die vielen guten Tipps zum Thema.  Was gibt es Neues im Bereich HR-Tech keine Überraschung: AI ist das große Thema, da auch viele neue Technologien um AI herum entstehen Recruiting: Ansprache (Formulierung von Ansprachen, mehr Marketing-/Sales-Logik) Talentpool (Aufbereitung und Interaktion mit Talenten) Interviews und Assessment mit Kandiaten:innen, aber auch intern, um z.B. Positionsprofile zwischen Recruiting und Hiring-Manager:innen abzustimmen Transkription von Gesprächen, um Inhalte für das Gespräch zu optimieren und um die Art der Gesprächsführung im Interviewprozess zu optimieren Scheduling für Terminvereinbarung mit Kalenderintegration Bewerbermanagement (logische Checks, ob alle wichtigen Dokumente vorliegen) Frontline-Worker Interaktion und Kommunikation mit den Mitarbeitenden (meistens App-basiert) Onboarding, z.B. Einarbeitung von Mitarbeitenden (Compliance, Sicherheit, etc.) Benefits / Payroll Multibenefits-Plattformen mit Fokus auf individuelle Benefits (Ernährung, Gesundheit, Finanzen, Familie, etc.) große Konzerne wie z.B. Sodexo (aus dem Catering) dringen in das Benefits-Business ein Payroll - starker Trend zum Outsourcing und daher Konsolidierung in dem Bereich - wie bekommt man mehr Produktivität in die Outsourcing-Leistungen? Analytics - mehr Daten in HR (People und Organisational Analytics) sowie Schnittstellen und Integrationen in andere Systeme mehr Daten, um den Business Impact von HR besser darstellen zu können Personalplanung wird optimiert Sourcing, Mulitkanalstrategien analysieren und bewerten Zukunft in HR Tech: Trend zu Talentplattformen (starker Wettbewerb zu Stellenanzeigenportalen) mehr Daten- als Prozessorientierung (KI-Software vs. klassischer Prozess-Software) mehr internationale Player drängen auf den deutschen Markt   #hrtech #peopleanalytics #recruiting #benefits #AI #GainTalentspodcast   Shownotes Links - Jens Bender LinkedIn: https://www.linkedin.com/in/jens-bender/ Monthly HR-Tech funding news: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7226887500227653635 Monthly HR-Tech M&A news: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7226888225003294720 HR Angels Club: https://www.hrangels.club/ Multi-Benefits: https://www.haufe.de/personal/hr-management/multi-benefits-plattformen-marktuebersicht_80_641762.html Payroll: https://www.haufe.de/personal/entgelt/herausforderungen-in-der-lohnbuchhaltung_78_637918.html   Links Hans-Heinz Wisotzky: Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Five years after the first UK Covid-19 lockdown, many employers are still adapting to the knock-on effects of the pandemic but what has been the lasting impact on the HR profession? Meanwhile, how can you best manage the internal narrative in the face of public and media scrutiny? Can a ‘coachbot' really offer mentorship? And what do our panel think of the concept of gentle leadership? CIPD Director of Profession David D'Souza is joined by Group People and Culture Director at KYN, Emma Jayne, and Head of HR at Crimson Hotels Limited, Gareth Neale. Recorded: 21 March 2025

With plans to introduce a ‘right to switch off' facing the axe in the UK, do we need formal legislation, or could boundaries be better managed by employers? What role should people professionals play in shifting the culture of toxic workplaces? How can we maintain that curiosity and hunger for learning? Finally, how big of an issue is ‘career catfishing'? In this episode, CIPD People and Transformation Director Amanda Arrowsmith is joined by three recent CIPD People Management Outstanding Student award winners: Jamila Lecky, People Transformation and Change Manager at Group M; Victoria Keith, Global Talent, Learning and Development Manager at Total Marketing Support Limited; and Rose Watkins-Jones, People Partner at Impression Digital. Recorded: 7 March 2025 --- Keep up to date with latest amends to the Employment Rights Bill and developments to the government's Make Work Pay plan: https://www.cipd.org/uk/knowledge/employment-law/proposed-changes-under-labour-government/

Times are tough; is there an alternative to headcount reductions and hiring freezes? With redundancy intentions at their highest level in a decade, how can HR professionals manage the mental load of implementing redundancies and can there ever be a ‘best' way to deliver news about job losses? Finally, is there such a thing as a ‘mini-retirement'? In this episode CIPD Director of Profession David D'Souza is joined by Mel Steel, former HR director and interim people and transformation leader; and David Blackburn, Managing Director of David R. Blackburn Consulting. Recorded: 21 February 2025 --- CIPD HR30 Nominations Time to recognise excellence in HR! The CIPD HR30 celebrates the top 30 HR leaders driving innovation, shaping workplace culture and making real impact. Do you know someone who's making a difference, leading change and driving the profession forward? This is your chance to highlight their achievements and contribution. Visit cipdhr30.co.uk before 26 March to find out more and submit your nomination.

Workers are being afforded more responsibility with no uplift in pay - but how commonplace are ‘dry promotions'? How do we decide the value of a job and therefore how much an employee gets paid? Does the UK have a work ethic crisis? And can you fail ‘intelligently' or do mistakes always carry a risk? In this episode CIPD Director of Profession David D'Souza is joined by Head of HR, UK Functions at HSBC, Elizabeth Harvey; and Senior VP HR Europe and Global Head of Inclusion and Diversity at Firstsource, Jo Carlin. Recorded: 7 February 2025

How will a new government in the White House and changing business attitudes in the United States affect the UK? Is 2025 the year where ‘AI agents' enter the workforce, and if so, how should the people profession manage virtual employees? And what is the practice of ‘snitch tagging' and how should your organisation respond? CIPD Director of Profession David D'Souza is joined by People & Transformation Director at CIPD, Amanda Arrowsmith; Chief Executive at NHS Employers, Daniel Mortimer; and Chief People Officer at Gray Dawes Travel and Founder of Tap HR, Patricia Hewitt. Recorded: 24 January 2025 --- CIPD HR30 Nominations Time to recognise excellence in HR! The CIPD HR30 celebrates the top 30 HR leaders driving innovation, shaping workplace culture and making real impact. Do you know someone who's making a difference, leading change and driving the profession forward? This is your chance to highlight their achievements and contribution. Visit cipdhr30.co.uk before 26 March to find out more and submit your nomination.

In this episode, we'll hear from three guests in hospitality about how empathy not only enhances relationships with customers but also fosters a sense of belonging among employees, creating a ripple effect that positively impacts business.Join the discussion to explore:Cultivating Genuine Connections: Discover how empathy serves as the cornerstone of exceptional customer service, leading to deeper connections and trust between customers and staff. Learn practical strategies for fostering authentic relationships with customers, resulting in memorable experiences that leave a lasting impression and foster a sense of belonging.Embracing Empathetic Leadership: Explore the importance of empathic leadership in hospitality, including how leaders can model empathy, inspire their teams, and create a culture of care and compassion that resonates throughout the organization.Panelists:Arte Nathan, Previously served as the CHRO for Golden Nugget, Mirage Resorts, and Wynn ResortsLindsey Garito, People & Culture LeaderSusana Guerra, Regional Human Resources Manager, KSL Resortshttps://www.linkedin.com/in/arte-nathan/https://www.linkedin.com/in/lindsey-garito/https://www.linkedin.com/in/susana-guerra-49504343/Arthur “Arte” Nathan served as Chief Human Resources Officer for Golden Nugget, Mirage Resorts, and Wynn Resorts from 1983 – 2006: he opened and helped operate all of their casinos in Atlantic City, Las Vegas, Mississippi and China. Arte retired from the gaming industry in 2006 and helped develop and open the Resort at Pelican Hill. Throughout his career, Arte oversaw all aspects of HR including talent acquisition, training and development, compensation, workplace safety, labor and employee relations, employee communications, human resource information systems, and employee engagement. He currently serves on the Board of several companies, consults with hospitality and service companies worldwide, and writes a daily motivational blog.Lindsey Garito is a senior HR/People leader with 20 years of progressive experience in the field of human resources. She earned a Bachelor of Business Administration in HR Management from Pace University and will graduate in May 2024 with her MBA. Lindsey holds SHRM-SCP and SPHR certifications. Lindsey is the proud recipient of the 2023 Susan R. Meisinger Fellowship Award through SHRM Foundation. Throughout her career, Lindsey has worked in various disciplines of HR including talent acquisition, total rewards, performance management, compensation, HR technology, employee relations, and general HR. Her industry experience includes consumer services, healthcare, and hospitality. Lindsey actively serves on the board of Westchester Human Resource Management Association as Emerging Professionals Chair. She also volunteers in SHRM's national career mentoring program. Lindsey is a thought leader and regularly shares her insights and experiences in various publications and media and is a member of the Forbes Human Resources Council.Susana is a seasoned Human Resources professional with over 20 years of experience in various HR functions. Her expertise lies in Employee Relations, planning and organizing recruiting and staffing efforts, Benefits and Compensation, Training, and working in both union and non-union environments. She is currently Regional Human Resources Manager at KSL Resorts. Previously, she served as the Corporate Director of Talent and Purpose at Legacy Vacation Resorts. One of Susana's notable accomplishments is her contribution to Legacy Vacation Resorts becoming a B Certified company, demonstrating her commitment to corporate social responsibility and sustainability.

From strategic alignment to establishing a common purpose, what lessons can people professionals learn from the hit TV show ‘The Traitors'? As business confidence diminishes, and employers face rising business costs, what approach should you take with communicating with your people? And are you guilty of ‘corporate catfishing'? CIPD Director of Profession David D'Souza is joined by HR Consultant, Andrea Gordon; and Group People and Culture Director at KYN, Emma Jayne.

Maggie Brady is a progressive leader with 20 years of global HR leadership experience spanning Fortune 500, private equity, and venture capital backed companies. She started her career journey at Arthur Andersen as part of their Change Enablement consulting practice and then pivoted to HR, earning her stripes as a graduate of GE's HR Leadership Program. Since then, Maggie has gained experience leading all aspects of the HR/People function globally at companies such as HD Supply, Fiserv and Convoy. After an unexpected and unpaid sabbatical from her last company, Maggie thrives as VP of HR and Talent at White Cap, the leading North American distributor of construction products and equipment to over 10,000 professional contractors. Maggie is a happily retired collegiate swimmer and a fellow Swiftie. Her goal that she started in 2024 and continues today is to fall in love with her life! To know more about Maggie visit her LinkedIn: @maggiebrady1

Can companies make their festive celebrations fun and risk-free at the same time? Will the new youth guarantee for 18–21-year-olds actually help to address economic activity among young people? Are you alert to the practice of ‘malicious compliance'? And what bold predictions do our panel have for the profession in 2025? CIPD Director of Profession David D'Souza is joined by bestselling author and host of Eat, Sleep, Work, Repeat podcast, Bruce Daisley; director at Willow HR, Laura Callahan; OD consultant at Distinction Business Consulting, Garin Rouch; and CIPD's senior policy advisor on skills, Lizzie Crowley. Recorded 6 December 2024

Are people justified in their resistance of artificial intelligence, or should they accept its power in creating progress in the workplace? Equally, are organisations under too much pressure to act quickly in the face of evolving AI capability? In this special recording of the HR People Pod, CIPD Director of Profession David D'Souza is joined by Professor Michael Wooldridge, director for AI at Alan Turing Institute and professor of AI at University of Oxford, who suggests, “all AI programmes are, are glorified pocket calculators”. Addressing that interesting viewpoint and more, we unpack some of the burning questions around AI use in the workplace and within the profession. This episode was recorded live at the CIPD Annual Conference and Exhibition. Recorded: 6 November 2024

How prepared is your organisation to support employees through a crisis event? Can employers ensure their supply chains are fully ethical? Should politics and work ever mix? And what's behind the spooky rise of ‘ghost jobs'? CIPD Director of Profession David D'Souza is joined by David Bearfield, Director of the Office of Human Resources at the United Nations Development Programme; Berna Öztınaz, President of the European Association of People Management and CHRO at Genel Energy Plc; and Pete Collyer, consultant and former Chief People Officer at Ted Baker. This episode was recorded live at the CIPD Annual Conference and Exhibition. Recorded 7 November 2024

What does a wellbeing-focused work environment really look like, and how involved should employers be to ensure their workforce can live healthy working lives? Should all employers pay the recently uprated Living Wage, and how can you support your people if paying the voluntary Real Living Wage is simply unaffordable? Finally, are your colleagues working as much as they appear, or are they showing classic signs of ‘fauxductivity'? CIPD's People and Transformation Director Amanda Arrowsmith discusses these questions and more with David Blackburn, Managing Director of David R. Blackburn Consulting, and Elizabeth Harvey, Head of HR at HSBC. Recorded 25 October 2024

The UK Government has proposed the biggest overhaul of workers' rights in a generation. What will this mean for employers and people professionals? Our panel reflects on the Employment Rights Bill announcement, examining the potential impact of the provisions, such as removing the two-year qualifying period for protection against unfair dismissal, probation period changes, ending ‘exploitative' zero-hours contracts and the role of a new, single enforcement body, the Fair Work Agency. CIPD Director of Profession David D'Souza is joined by Carl Quilliam, CIPD Public Affairs Manager; Mel Steel, former HR director and interim people and transformation leader; Gareth Neale, Head of HR at Crimson Hotels Limited; and Oonagh Johnston, Group People Director at Vesty Holdings Limited. Recorded: 11 October 2024

Are RoboCop-style security guards and AI accountants a glimpse of the future of work? Are longer hours more likely to be the norm, especially if you want to progress in your career? What are the differing perceptions and attitudes of a multigenerational workforce and how is this giving rise to the purported trend of ‘conscious un-bossing'? CIPD Director of Profession David D'Souza is joined by Mel Steel, former HR director and interim people and transformation leader; Jo Carlin, senior VP HR Europe and global head of inclusion and diversity at Firstsource; and Caroline Roberts, associate non-executive director at Barking, Havering and Redbridge University NHS Trust. Recorded: 27 September 2024

Is free water really an ‘employee benefit'? Would you track employees' working locations to enforce stricter hybrid working policies? And would you turn a blind eye to ‘shadow policies'? In this episode, we debate these questions and also discuss the preventative measures organisations should take to reduce the risk of sexual harassment incidents in the workplace. CIPD Director of Profession David D'Souza is joined by Danny Mortimer, chief executive at NHS Employers; Janet Campbell, director at Restoration & Renewal Delivery Authority; and CIPD People and Transformation Director Amanda Arrowsmith. Recorded: 13 September 2024

Tune in to the latest episode of the HR People Pod, where our panel assesses the impact of the so-called ‘Great Retention' and considers whether a period of stability is beneficial for organisations. We discuss how business leaders may be facing an uphill battle as employees become more sceptical of organisational direction, and also if the idea of ‘Office Peacocking' ruffle any feathers? CIPD Director of Profession David D'Souza is joined by Jon Dawson, chief people officer at Lore Group; Jo Carlin, senior VP HR Europe and global head of inclusion and diversity at Firstsource; and Jane-Emma Peerless, director of people at Caxton. Recorded: 30 August 2024

In the latest episode of the HR People Pod, our panel reflects on the recent riots in the UK, the conflicts happening globally and the effects they have in the workplace. We also get to grips with the rising use of generative AI by job applicants, the gender mix within the profession, and the concept of ‘quiet vacationing' – another media catchphrase or a real phenomenon? CIPD Director of Profession David D'Souza is joined by Caroline Roberts, associate non-executive director at Barking, Havering and Redbridge University NHS Trust, and Claire McCartney, policy and practice manager – resourcing, inclusion and talent management at CIPD. Recorded: 16 August 2024

Would you share salary information on a job advert? In the latest episode of the HR People Pod, our panel challenges organisations to be more transparent with pay, explores the rise of the ‘workation', how sadly commonplace bullying and incivility is at work, and tips to improve social mobility in your organisation. CIPD Director of Profession David D'Souza is joined by Janet Campbell, director at Restoration & Renewal Delivery Authority, Garin Rouch, OD consultant at Distinction Business Consulting, and Woosh Raza, Director of People at NCVO. Recorded: 02 August 2024

As workers turn to TikTok to discuss work issues, should business leaders be paying attention? In this episode CIPD Director of Profession David D'Souza is joined by Vilma Nikolaidou, Director of People and Culture at the British Film Institute; Gareth Neale, Head of HR at Crimson Hotels Limited; and Dr Markos Koumaditis, Director of HR at University of Oxford, as we explore the top stories of the past fortnight, including: the fallout from the CrowdStrike-Microsoft global IT outage, whether anonymous reporting of microaggressions a good idea, and if you should just walk out of unproductive meetings. Recorded: 19 July 2024

The Labour Party will form a new government in the United Kingdom. But what can employers expect from its proposed ‘New Deal for Working People'? CIPD Director of Profession David D'Souza hosts former Labour MP Iain Wright, Firstsource Senior VP HR Europe and Global Head of Inclusion and Diversity Jo Carlin, and Mencap Executive Director of People David Blackburn, to explore the implications and impact of potential day-one employment rights, apprenticeship levy reform, and how quickly the plans may come into effect. Recorded: 05 July 2024

How do you develop the people within your workforce to become great managers? Poor management negatively impacts everyone, often resulting in the HR/People team having to help with performance issues, manage grievances, or recruitment challenges due to high turnover. It can feel hard to know what to do or where to start. So, this episode of HR Coffee Time is here to help. Host Fay Wallis is joined by James Rose, a management skills trainer, speaker and coach, who generously shares his Rose model, which consists of five essential techniques to become a great manager. Key Points from This Episode [00:00] Introduction and overview [02:10] Introducing James Rose [03:41] How James developed his Rose model [07:05] The difference between absent and present managers [06:24] The first layer of the Rose model: regular check-ins [13:48] The second layer of the Rose model: weekly team meetings [20:44] The third layer of the Rose model: monthly catch ups [30:25] The fourth & fifth layers of the Rose model: mid-year or quarterly reviews and end of year reviews [33:29] James's confidence-building tip: encourage team members to keep track of their achievements and development. [36:25] How to contact James and learn more about his work [37:32] Other relevant HR Coffee Time episodes to listen to next Useful Links Connect with Fay on LinkedIn Fay's website: Bright Sky Career Coaching Connect with James Rose on LinkedIn James' website Other Relevant HR Coffee Time Episodes Episode 127: What to do if your boss is a micromanager Episode 117: How to create a performance management process that drives success, with Lucina Carney Episode 119: How using Agile can drive positive change & prove HR's value, with Kate Maddison-Geenwell Looking For the Transcript? You can find the transcript on this page of the Bright Sky Career Coaching website. Rate and Review the Podcast If you found this episode of HR Coffee Time helpful, please rate and review it on Apple Podcasts or Spotify. This video shows you how to rate and review the podcast on Apple Podcasts (because it isn't very intuitive). If you're kind enough to leave a review, let Fay know so she can say thank you. You can always reach her at: fay@brightskycareercoaching.co.uk. Enjoyed This Episode? Don't Miss the Next One! Be notified each time a new episode of HR Coffee Time is released and get access to other...

Do romantic relationships at work need to be disclosed? Can you trust a ‘mouse jiggler'? How do you manage time off or flexibility around major sporting events? Join the conversation with David D'Souza, CIPD Director of Profession, Gemma Dale, Senior Lecturer at Liverpool Business School, and David Balls, Chief People Officer at Newcross Healthcare Solutions, as we unpack the topical stories over the past fortnight and look at how HR can consider their impact for their own organisations.

Does just looking at your inbox create a rush of overwhelm?  You're not alone in that, the average person receives 121 work emails every single day!     In this episode, my guest, career and executive coach Fay Wallis shares 6 practical strategies you can use to reduce your email overwhelm.  We discuss:   Why grouping emails by sender is insightful The problems with using your email inbox as a to-do list and what to do instead When to hit unsubscribe  How to ‘unsubscribe' from internal emails Using tools like email templates and schedule send Prioritising deep work Setting email boundaries   I also share an excerpt from my current favourite book, Four Thousand Weeks by Oliver Burkeman on why inbox zero isn't actually going to bring us the peace of mind we think it will.   This is the Influence & Impact podcast for women leaders, helping you confidently navigate the ups and downs of leadership and feel less alone on your journey as a leader.   My name's Carla Miller, I've been coaching leaders for the past 15 years and I'm your leadership bestie.  I'm here to remind you of the value to bring to your organisation, to help believe in yourself and to share practical tools and insights from myself and my brilliant guests that will help you succeed in your career.   You might also enjoy… Episode 120 Developing your career with Fay Wallis Episode 144 Finding focus when you're overwhelmed with Julia Wolfendale    And we mentioned Graham Allcott's book, How to be a Productivity Ninja and his email Rev up for the Week - https://www.grahamallcott.com/   Women Leading: Come and join over 40 women in Women Leading – my community to help you lead without overwhelm.  It offers peer support calls, group coaching calls, regular menopause events and a live leadership and wellbeing workshop each month on topics including…   Managing an Overwhelmed Team How and When to Coach Your Team Reducing Drama in your Team Giving Feedback Without Feeling Awkward   Find up more and sign up at https://www.carlamillertraining.com/womenleading    About Fay Wallis:   Fay is a career and executive coach, with a background in HR who specialises in coaching HR & People professionals. She is the Founder of Bright Sky Career Coaching and has a 5 star rated podcast called HR Coffee Time, where you can hear free career advice and ideas every week.   Bright Sky Career Coaching: https://www.brightskycareercoaching.co.uk/  Fay's LinkedIn profile: https://www.linkedin.com/in/faywallis/  HR Coffee Time podcast page: https://www.brightskycareercoaching.co.uk/hr-coffee-time-podcast/    

Decisive or divisive, Manchester United co-owner Sir Jim Ratcliffe's leadership message was definitely bold. Join the chat with David D'Souza, the CIPD's Director of Profession, Katie Obi, Chief People Officer at One Advanced, and Mel Steel, former HR director and interim people & transformation leader, as we unpack the biggest stories of the past fortnight including: is Microsoft Recall a privacy nightmare? Should we be wary of a growing trend of side hustles or second jobs? And do we need ‘right to disconnect' legislation? Leadership like the Manchester United back-to-work offer. Recorded: 7 June 2024

Welcome to HR People Pod, the CIPD's new fortnightly podcast series bringing you expert insight on topical stories impacting the world of work. In our pilot episode, host David D'Souza, CIPD's director of people profession, recruits Mel Steel, former HR director and interim people & transformation leader, and Alistair Gill, chief alchemist at Alchemy Labs, to the panel as we respond to some of the key stories from the past fortnight, including the decision from John Lewis to share interview questions in advance with potential candidates and the use of AI in the recruitment process. Recorded: 24 May 2024

Welcome to HR People Pod, the CIPD's new fortnightly podcast bringing you expert insight and topical stories impacting the world of work. In our pilot episode, host David D'Souza, CIPD's director of people profession, welcomes Woosh Raza, executive director of people culture and inclusion at NCVO, Katie Obi, chief people officer at One Advanced and Bertie Tonks, chief people officer at Collinson to the panel as we discuss whether Gen Z are ‘lazy', the unintended consequences of a rising minimum wage, whether more organisations are letting people work from home full-time and take a deeper dive into the growing demands on the profession. Recorded: 10 May 2024

Distinguished colleagues, valued partners, and cherished members of our workplace community, thank you for gathering here today. As a humble representative of the HR department, it is my distinct honor, and undeniable displeasure, to present to you: The State of the HR Union.Compliance training is now shorter with a 'skip to the end' button, because we know you'll never read them. Performance reviews have a new system, "Remember, Remember, the Performance in November," because we know managers forget everything until the last minute. Our wellness program introduces "Stretch and Snack" every Wednesday, and team-building now includes HR-organized escape rooms with company policy riddles — fun and educational.In closing, thank you for your efforts, not that we're really keeping track. Remember, HR is here — mostly because we have to be. Whether you need vague guidance, questionable support, or just someone to pretend to care about your wellbeing, we've got you covered.HRDLY Guest: Hebba Youssef is the Chief People Officer at Workweek and founder and creator of “I Hate it Here.” Her weekly newsletter has over 130,000 engaged readers and focuses on how HR/People teams can build great work cultures. Hebba has led a global learning and development team, ran talent management teams, and was most recently the Head of People at fintech startup. She's built People Ops teams from the ground up and scaled companies to double their size. Hebba has worked across several industries like tech, fintech, and media and was most recently at Axios and Lithic. In her free time, you can find her reading sci-fiction or fantasy novels and playing board games with her family. Subscribe to "I Hate It Here" newsletter: https://hateithere.co/Join Safe Space: https://hateithere.co/community/safe-space/Follow Hebba: https://www.linkedin.com/in/hebba-youssef/Hosted by Emily McMahon: an HR Executive who happens to be a raging introvert, is skeptical about people, and deeply loves the work of HR.Follow Emily: https://www.linkedin.com/in/ememcm/Follow HR Doesn't Like You: https://www.linkedin.com/company/hrdoesntlikeyou/

In this HRchat episode, we consider the qualities that separate the best HR pros from the pack and why HR leaders should seek out mentors from outside the HR profession. We also discuss ways AI is impacting the HR function.The guest today is David Hanrahan, Chief People Officer at Flare. David's experience is a goldmine of practical knowledge, having served as HR Manager at Universal Pictures, then rocketed through his career holding titles like Director of Human Resources at Electronic Arts (EA) and Twitter, VP of People at Zendesk, VP of People & Places at Niantic, Inc., and Chief Human Resources Officer at Eventbrite.Questions for David include: You've had a varied career. Can you point to some leaders/mentors who have made a positive impact along the way?Why do you believe HR leaders should seek out mentors from outside HR?What are some qualities that separate the best HR/People leaders from the rest?How can HR leaders help create a culture based on high performance?Tell us about some of the use cases that you, Q Hamirani, and Stephen Huerta discussed at the recent SXSW HR & AI Summit.Feature Your Brand on the HRchat PodcastThe HRchat show has had 100,000s of downloads and is frequently listed as one of the most popular global podcasts for HR pros, Talent execs and leaders. It is ranked in the top ten in the world based on traffic, social media followers, domain authority & freshness. The podcast is also ranked as the Best Canadian HR Podcast by FeedSpot and one of the top 10% most popular shows by Listen Score. Want to share the story of how your business is helping to shape the world of work? We offer sponsored episodes, audio adverts, email campaigns, and a host of other options. Check out packages here. Follow us on LinkedIn Subscribe to our newsletter Check out our in-person events

Creating your professional development plan is a great way of ensuring you don't stagnate at work and get bored in your role. It can help you thrive at work and feel fulfilled no matter what stage you're at in your HR/People career.In this episode of HR Coffee Time, host, Fay Wallis talks you through how to create your perfect professional development plan in 8 simple steps.Key Points from This Episode[04:14] Step one: Identify what you're aiming for[11:52] Step two: Record ideas you already have[12:00] Step three: Look Back to Look Forward[16:36] Step four: Capture your values[20:13] Step five: Seek feedback[21:26] Step six: Consider key HR areas of influence[23:35] Step seven: Identify career-enhancing skills[25:23] Step eight: Set your goals Useful LinksConnect with Fay on LinkedInFay's website: Bright Sky Career CoachingThe HR Planner Other Relevant HR Coffee Time EpisodesEpisode 5: How to progress your HR career (using the 3E model)Episode 17: How to set your career goals for 2022Episode 47: Discovering your values to help your HR career, with Zoe HawkinsEpisode 66: Reflecting on 2022 – look back to look forwardEpisode 116: Look back to look forward – how reflecting on 2023 can help you set goals for 2024Looking For the Transcript?You can find the transcript on this page of the Bright Sky Career Coaching website.Rate and Review the PodcastIf you found this episode of HR Coffee Time helpful, please rate and review it on Apple Podcasts or Spotify. This video shows you how to rate and review the podcast on Apple Podcasts (because it isn't very intuitive). If you're kind enough to leave a review, let Fay know so she can say thank you. You can always reach her at: fay@brightskycareercoaching.co.uk. Enjoyed This Episode? Don't Miss the Next One!Be notified each time a new episode of HR Coffee Time is released and get access to other free career tips, tools and resources by signing up to receive the free weekly HR Coffee Time email.

In this episode, Robin Bailey welcomes guest host Joshua Siegal for an interview with Hyla Pollak, an HR/People expert with 25 years of experience whose mission is to foster positive, inclusive, and high-performance work environments that support growth and innovation. Hyla shares her career journey, starting in HR in the 90s and eventually becoming a director of sales for a startup. She discusses the importance of bringing HR into a company early on and the role of HR as a strategic partner. Hyla also talks about the lessons she learned from playing team sports, such as the value of teamwork, accountability, and resilience. She emphasizes the need for diversity, equity, and inclusion in organizations, but cautions against deconstructing the concept and instead focusing on creating a sense of belonging for all employees.Key TakeawaysBringing HR into a company early on is important for building a solid foundation and ensuring the success of the organization.Playing team sports teaches valuable lessons in failure, accountability, and resilience.Diversity, equity, and inclusion are crucial for the success of a company, but it's important to focus on creating a sense of belonging for all employees.Failure is necessary for growth and success, and it's important to teach children and young professionals how to fail and learn from their mistakes."Success isn't the end game, it's part of the journey." ~ Hyla PollakBrought to you by Aria Benefits and Life & Legacy Advisory Group

John Barry, Member of the ISME National Council and Director of MSS, The HR People and Laura Bambrick, Head of Social Policy and Employment Affairs at ICTU

"I always knew there was more. I always knew there was a different dimension to what this personnel or HR thing was." - Monica Panetta Monica Panetta, Chief People Officer at ParetoHealth (a show sponsor and the company I work for), joined me for an evening podcast in studio as we talked all things HR/People, starting with why the industry has moved away from saying HR. Monica's so well-versed in the field that she actually started the HR program at her college as she was attending it, and the curriculum is still taught today. We talk how she got started in the field, how the field has evolved post-COVID, and how she made her way to Pareto. Join us this week to find out a bit about Pareto, and a lot about what it means to be a Chief People Officer. Chapters: 00:00:00 Meet Monica Panetta 00:01:38 Employee-Centric Leadership: How HR Has Evolved 00:02:38 Transitioning From “HR” to “People” 00:05:00 Getting Started In HR 00:13:16 Monica's Career Journey 00:21:31 Strategic Benefits Management As An HR Employee 00:23:31 Empowering Employees Through Mental Health Support Programs 00:24:32 Promoting The EAP Program Internally 00:40:13 Recognizing Every Employee's Journey 00:41:39 Cultural Compatibility Evaluation In The Hiring Process Key Links for Social: @SelfFunded on YouTube for video versions of the podcast and much more - https://www.youtube.com/@SelfFunded Listen on Spotify - https://open.spotify.com/show/1TjmrMrkIj0qSmlwAIevKA?si=068a389925474f02 Listen on Apple Podcasts - https://podcasts.apple.com/us/podcast/self-funded-with-spencer/id1566182286 Follow Spencer on LinkedIn - https://www.linkedin.com/in/spencer-smith-self-funded/ Follow Spencer on Instagram - https://www.instagram.com/selffundedwithspencer/ Key Words: #ChiefPeopleOfficer #HRterminology #CareerExploration #FinancialAcumen #EmployeeAssistancePrograms #UtilizationStrategies #EmployeeExperience #Onboarding #CultureFitAssessment #HRroles #WorkplaceWellness #JobSatisfaction #selffunded #podcast Chief People Officer, HR terminology, Career Exploration, Financial Acumen, Employee Assistance Programs, Utilization Strategies, Employee Experience, Onboarding, Culture Fit Assessment, HR roles, Workplace Wellness, Job Satisfaction, self funded, podcast --- Support this podcast: https://podcasters.spotify.com/pod/show/spencer-harlan-smith/support

We live in the age of data, and everything important to an organization's people management function gets measured. In this episode of Honest HR, host Wendy Fong speaks with Dr. Milton J. Perkins, Senior Vice President at ActOne Government Solutions, about the transformative potential of people analytics, their role in helping HR professionals create workplaces where employees genuinely want to be, and steps for leveraging them at your organization.Earn 1.00 SHRM PDC for listening; details on claiming your credit are provided in-episode.Episode transcript Rate and review Honest HR on Apple Podcasts, Spotify, or wherever you listen to podcasts.

In this episode Kelli Dragovich and Nolan Church sit down with Katelin Holloway, founding partner at VC firm 776 which she started with Alexis Ohanian. Holloway, the former VP of People at Reddit, shares insights from her experience both in HR and breaking into venture. Katelin shares a ton of practical advice - and tactics - for HR leaders who want to start investing or break into VC, explaining how to develop a founder-focussed approach, the benefits of advising relationships, and the need to deliver value.We highly recommend subscribing to free newsletter HR Brew: https://bit.ly/hrbrew–KEEP UP WITH KATELIN, NOLAN, + KELLI ON LINKEDINKatelin: https://www.linkedin.com/in/katelinholloway/Nolan: https://www.linkedin.com/in/nolan-church/Kelli: https://www.linkedin.com/in/kellidragovich/–In addition to being a partner at a VC firm, Katelin hosts the excellent podcast All Hands which we recommend: https://podcasts.apple.com/us/podcast/all-hands/id1515795663–TIMESTAMPS:|(00:00) Preview(00:46) Intro(04:24) Waking up one day in the boardroom: Katelin's career journey in HR(11:50) Sponsor - Lattice  | Continuum(13:48) On meeting Alexis Ohanian and the evolution of their relationship(19:03) Getting more people leaders in venture(22:33) The fork in the road: how to transition out successfully from an organization(27:45) Why aren't there a lot of HR people working in venture?(37:32) Katelin's gripes with the VC operating system, and how it's changing(42:20) Building an investor reputation and brand starts with building a good relationship with founders(49:27) Tactics: How to become an investor(56:22) Past experiences that helped Katelin get to where she is now(58:50) Wrap✅ Discover HR software that drives performance with Lattice: https://www.lattice.com/hrheretics High performance and great culture should never be at odds; they're better together. With Lattice People Management Platform, companies efficiently run people programs that create enviable cultures where employees want to do their best work. Serving 1000s of customers of all sizes. Learn why companies from Slack to the LA Dodgers choose Lattice. https://www.lattice.com/hrheretics✅ Hire Fractional Executives with Continuum using this link: https://bit.ly/40hlRa9 Have you ever had a negative experience hiring executives? Continuum connects executives and senior operators to venture-backed tech companies for fractional and full-time roles. You can post any executive-level role to Continuum's marketplace and search through our database of world-class, vetted leaders. There is no hidden cost, you only pay the person you hire. And you can cancel at any time. Joincontinuum.com This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit hrheretics.substack.com

Description: We're here with the latest talent trends in January, with a spotlight on the evolving role of AI in the workplace. Join us as we discuss the latest advancements, challenges, and opportunities surrounding artificial intelligence, and how organizations are harnessing this transformative technology to shape the future of work in the early months of the year.  Resources: Talent Report+ Webinar Series  MRA Membership  About MRA  Let's Connect: Guest Bio - Jim Morgan  Guest LinkedIn Profile - Jim Morgan  Host Bio - Sophie Boler  Host LinkedIn Profile - Sophie Boler  Transcript: Transcripts are computer generated -- not 100% accurate word-for-word. 00:00:00:00 - 00:00:21:04 Unknown Hello everybody and welcome to 30 minute Thrive, your go to podcast for anything and everything HR, powered by MRA, the Management Association. Looking to stay on top of the ever changing world of HR? MRA has got you covered. We'll be the first to tell you what's hot and what's not. I'm your host, Sophie Boler, and we are so glad you're here. 00:00:21:05 - 00:00:42:16 Unknown Now it's time to thrive. Hi, everybody, and welcome to this episode of 30 Minute Thrive, which is on the January edition of MRA's Monthly. Taylor Report, which is an up to the minute review of what's going on in the world of business with an emphasis on talent. With Jim Morgan, MRA's vice president of Workforce Strategies. So thanks, Jim, again for being here. 00:00:42:17 - 00:01:06:01 Unknown Yeah, it's good to be back in the studio. yeah. Well, this month the special focus was on essentials for HR Professionals. So I guess my first question to you is really why this topic now? And maybe before we get into that, let's look at your quote of the month, which was related to A.I.. So can you kind of speak on that for a little bit, why you chose that and then the topic. 00:01:06:04 - 00:01:34:02 Unknown Yeah. Sure. The quote was A.I. is moving from traditional Human Resources Shared Services Administration up to human resources, business partner work using virtual assistants who provide us with cognitive insights like Alexa. It's going to happen faster and harder than HR people are ready for. And that was somebody from Deloitte. And I just thought it was interesting because where we're at right now with A.I. in HR is the very beginning. 00:01:34:04 - 00:01:55:20 Unknown And, you know, we did some polling of our own members and talking to our own staff. I mean, it's really at its beginnings stages, and we're just trying to help our 4000 member companies kind of get out in front of it, see what's happening, you know, and where do I belong in all of this? And I think what really launched this is it took someone in the technology field to explain this to me. 00:01:55:20 - 00:02:18:04 Unknown But they said, you know, when they're when they're working on products, theirs is very much a ready fire aim philosophy. It's it doesn't have to be done. Let's just throw it out there and see what happens because our customers will scream at us with whatever is wrong. And if you think of any new version of Microsoft or any new Apple phone, there's a reason it's 2.02.1, 2.2, 3.1, 3.2. 00:02:18:06 - 00:02:38:24 Unknown And that they put something out there and they say, okay, what don't our people like? And then we'll fix it. And that's different than most any other industry that usually is like, we got to get this thing right to our customers or satisfied. But in the technology world, everything's moving so fast, it's more or less put it out there and then we can just pivot and go in a different direction of That's all we need to do. 00:02:38:24 - 00:03:06:10 Unknown So we pick now at the start of the year because I think this is going to be a huge year for artificial intelligence and certainly for our members and people in HR. Yeah, absolutely. And you had kind of subject matter expert Chris Krause, vice president and principal consultant at Naviant join you for this talent report as well. And he gave kind of insight into all things AI related in terms of implementing it in companies and with HR teams specifically. 00:03:06:11 - 00:03:34:17 Unknown So can you highlight some of his key points that you kind of talked about? And Yeah, and I would encourage people to watch that. One is Chris really did do a good job, but he was just sort of breaking it down in terms of where are different places that this will be used in HR And a lot of people have used Chad GPT or some other generative artificial intelligence to do things like how to write a job description or put together a career path. 00:03:34:17 - 00:03:53:06 Unknown And he was sharing examples of that. And again, you know, everybody has to understand this is is not perfect. You don't ask a question, print it out and send it out to an interviewer, closest friends. But it's a good place to start. And he used the example of a machinist he just typed in, you know, what's a good job description for a machinist? 00:03:53:08 - 00:04:14:24 Unknown And it came back with responsibilities and requirements and then he asked what would be a good, you know, career path for a machinist. And it came back with beginner, intermediate, advanced Leader and so, again, it wasn't the it wasn't the this is what's going into our policy handbook answer, But it was, wow, this is a pretty good start. 00:04:14:24 - 00:04:32:02 Unknown And now if I'm a company looking for that machinist, I figure, okay, this is a good start. Now I need to add what is it that we need and what are the things that we're looking for? And he talked about, you know, using things like chat bots because there's just so many things that are standard questions in HR 00:04:32:07 - 00:04:53:20 Unknown And i know that when benefits come around our age, our department and everyone would like to have some. If there was a way to just answer these, you know, what's the difference between plan one and plan two? What's duct to bowl? What does it mean to be out of service area? Those are all programable easy, you know, ready to answer questions. 00:04:53:22 - 00:05:17:16 Unknown And so looking at it from a what are the administrative tasks or the redundant things that might be able to be better done in a different way? That's kind of where he started, but then went on to say, you know, artificial intelligence is being used in learning and development, it's being used in recruiting, and all of it is how do we take advantage of this asset and use it for good and not for you all? 00:05:17:16 - 00:05:37:06 Unknown And he just had some real good examples of ways in which it was being used specifically in human resources. Yeah, I was going to say he did give a lot of great examples and I would urge you to take a look at that recording. And also while we're on this topic, do you want to kind of give an inch of the AI series that's going to be coming out? 00:05:37:07 - 00:05:57:10 Unknown Yeah, sure. We're we're very excited by this, are just putting it together. It'll probably be March, April, but we're really trying to break it down into sections and talk about, you know, here's a AI, here's the basics of what's going on, but then talk about what does this mean for our administration? What does this mean for HR And learning development? 00:05:57:12 - 00:06:17:11 Unknown What does this mean for HR and employee engagement? Yeah, all of them have samples of ways in which artificial intelligence is being utilized in a jar already. So i think it'll be a really good starting point for a lot of people who are like, I don't know where to go. I don't know where to start. I even know what the possibilities are. 00:06:17:13 - 00:06:32:12 Unknown We're going to bring in some folks. I think they're going to be able to lay things out, not here's the answer, not here's prescription as to how you should do it. But, you know, here's the possible you got to figure out where it fits in your company. So I'm we'll be putting those out pretty soon. I think that'll be very exciting. 00:06:32:15 - 00:07:02:21 Unknown Yeah. We also have a whole section on artificial intelligence at our employee law update that's coming up. So that's another one that, you know, again, we're trying to just help our members see where this might be going and they figure out what's going to be best for our company for sure. So stay tuned for that. But I'm kind of moving on here, looking at your actual talent report now with recruiting and retention innovation, it looks like you've pulled some stats from a new report from intelligent AECOM on some new and interesting happenings in recruiting. 00:07:02:21 - 00:07:26:09 Unknown So can you kind of highlight what was seen here in some of those stats? Yeah, what we what we pulled out there was really it was looking at bachelor's degrees, quite frankly. And I think I think a lot of companies have picked up on this already. But, you know, many if they haven't updated anything in a while, Bachelor degrees 30 years ago were a separation of two piles of resumes like has one doesn't have one. 00:07:26:09 - 00:07:59:19 Unknown And that's kind of the way things functioned. And the world has changed. And now it's you might be looking for a specific skill set and you might be looking for a certificate. You might just be looking for someone who's got the right attitude and fits your culture, and we can teach them the rest of it. So it was just looking at companies now that are starting to drop bachelor's degree from something that might have just been in there because it's always been in there and saying, what is it that we actually have to have, especially at in some entry level jobs and even middle level jobs where they may have gotten all kinds of experience 00:07:59:19 - 00:08:23:13 Unknown somewhere else or have the ability and the skill set to do things and don't necessarily have that degree. So it was really encouraging companies to take a hard look at their the job postings in their job descriptions, to say even beyond just bachelor's degrees. You have a bunch of things in there that maybe just don't apply anymore, or that if you find the right person, you can teach them some of the things that. 00:08:23:15 - 00:08:53:17 Unknown So it's just interesting. I think companies, again, are trying to get as big a funnel of candidates as they possibly can and not eliminate someone that might still have the ability to do the job. So get rid of those just qualifiers. Yeah, that is interesting. Kind of moving on from that point, then going off of recruiting and retention specifically going into more of the talent thinking talent pool, it looks like LinkedIn released its 34 big ideas that will change our world in 2024 or less. 00:08:53:19 - 00:09:16:20 Unknown And I know you took you looked at that list and from that list, what do you see that's really of interest to HR Professionals specifically? Yeah, it's a really interesting list. And if someone's got the time to go, look, i'm sure if you just google linkedin's 34. Interesting things for 2024, you'd find it. It's just overall, it was a look at just society in general and some things that are going on. 00:09:16:22 - 00:09:41:01 Unknown But some of the interesting ones that I thought, okay, well, these applied HR Specifically we've been talking about employee shortages, you know, here in the united states, but they had an interesting section in there on, you know, other countries that are actually encouraging and trying to put incentives in place for people to have children, whether that we're going to pay for child care or there's a bonus when the child is born. 00:09:41:03 - 00:10:17:03 Unknown They're really trying. I mean, they've got some serious problems. And, you know, years and years of China, you know, people having one male child, that's got consequences to it. And now some of those countries are starting to see it. So it's not just happening in the United States. It's it's happening other places as well. Were they also we're looking at this might be the year where tensions kind of come to a head between primarily, I would say, newer and younger employees and traditional employers where new employees expectations might not mij meet employers. 00:10:17:05 - 00:10:35:04 Unknown And I'm not saying one sided right or wrong, but if this is the way we've been doing things for 100 years and now you're coming in and you're telling me you want it done completely differently or you were expecting 10% raises every year, or the employer is saying, no, you have to come back to work, you have to be in the office. 00:10:35:06 - 00:11:05:09 Unknown A lot of these things may be coming to a head, you know, this year to say, all right, whereas an employee do I bend, whereas an employer do I bend, and probably somewhere in the middle is the fair answer. But we may see some some long held beliefs that are going to be tested this year and and see, you know, employer versus employee, you know, who ends up winning out on that and expected unretired payment wave in 2020 for people who just said, this is it, I'm getting out. 00:11:05:11 - 00:11:25:02 Unknown But now they're out and one they might miss the money, too. They might miss the socialization. Three, they might miss the purpose in life that some people maybe don't want want to go back to work in 60 hours a week. But they did get an awful lot out of work. And so now they might be taking a look at it again. 00:11:25:05 - 00:11:46:05 Unknown Yeah. And then just some interesting things around, you know, I think colleges and universities are starting to figure this out, teaching a little bit more about entrepreneurship and creator society and helping people. 1920, 21, 22 that might be looking to get into, you know, their own gig and get out there and get going sort of that might not have been taught. 00:11:46:05 - 00:12:04:12 Unknown There might have been more traditional business practices. Yeah. And so even they are now starting to see that there's a market here to say let's let's start looking at this creator environment and see if there are some things we can do there. So the world is changing and that was like three or four of them. But there was some pretty interesting insights into what might be coming down the pike. 00:12:04:13 - 00:12:31:14 Unknown Yeah, that just made me think of I saw a class, it was being offered online, unlike how to be an influencer, which I just thought was funny, but it's like that's kind of where you're shifting almost and it's funny, but it's true and it's happening. So. So the Healthy Boulder influencer on her podcast, you know, I guess you could say that class, I feel like there's so many different types of influencers though, so anyway though, let's talk about our creativity. 00:12:31:14 - 00:12:58:23 Unknown So you bring up generational diversity and what HR Professionals and MRA's roundtables are kind of sharing around this topic. So i'm curious to know what what are some of the things that they're saying about generational diversity that, you know, a lot of this, you know, looking at especially younger workers, you're starting to see some things like as a younger worker right now, I would say most look at it as like, I'm going to try out a bunch of things. 00:12:58:23 - 00:13:17:14 Unknown I'm going to have three, four, five, six jobs in the first ten years that I'm working, and I'm going to get this great breadth of experience that makes perfect sense. I understand what they're doing. My life, it was, Well, I'm going to find this job and I'm going to learn as much as I can about it, and I'm going to climb the ladder and I'm going to be here for ten or 15 years. 00:13:17:16 - 00:13:33:15 Unknown I'm not saying either one of those again is right or wrong, but if I'm looking at a resume and I've got my bias, I'm thinking, Wow, this person's moving all over. They can't hold a job. Yeah, that person's thinking, Wow, I'm a great candidate. Look at all the places that I've gone in order to get as much experience as I can. 00:13:33:17 - 00:13:55:10 Unknown So there's just a little bit of a we got to understand, you know, where each one's coming from. So I think people are starting to look at that a little bit. The feedback issue, you know, the traditional once a year will have some sort of review and we'll go through your entire year. Well, I'm not sure that's the best way to That's why it's been done. 00:13:55:12 - 00:14:17:11 Unknown But okay, So I'm trying to remember right now what my employees did last February. I'm likely to remember what did you do in December and January or December? In November. And if they had really good months, I'm probably thinking now is a great year for you. And if they had a maybe a mess up or two in the last two months, I'm thinking, boy, this has been a rough year and that's not what a lot of the younger talent is looking for. 00:14:17:11 - 00:14:38:22 Unknown It's, you know, monthly, it's immediate. You know, these sayings like, well, you'll learn if I go, don't make me make too many mistakes in order to learn, just tell me what you want me to do or what I didn't do, right? I guess so, Yeah. Yeah. So you're you're a living example of it. So I think it's, you know, understanding that that immediate feedback actually makes more sense. 00:14:38:24 - 00:15:01:11 Unknown It's more helpful, it's more productive when you've got, you know, a happier employee. And then we've talked about this before, but just the generational differences with communications. I text with you. If you know that you want to find me right now, you're liable to text me not emailing sure is like you're not picking up your phone and calling me, but that's the preferred method. 00:15:01:11 - 00:15:22:14 Unknown And for a lot of older folks, it's like we have email, just email. We need to do it that way. Am I giving you my phone number? Yeah, I'm not. I don't know which one is right, wrong or indifferent, but they're different. And so we either as a company have to figure out what our policy is or just as employees and employers figure out, you know, what's our philosophy going to be on this so that we're at least consistent with it? 00:15:22:16 - 00:15:59:19 Unknown Absolutely. Well, kind of going into some HR Trends from the field section. McLean company recently released some HR trends in 2024. So what were some of the interesting findings that you saw here? I think some of the things are still not surprises. Recruiting was at the top. Providing a great employee experience was up there and I think that has to go with the retention part as companies are seeing that now controlling labor costs is in there, which is interesting because we did go through a few years where we were just about paying whatever it took to get people, and I think we did that. 00:15:59:19 - 00:16:24:23 Unknown We had to do it. But now there is there's a business decision to be made here that we can't be increasing by six, seven, eight, 9% our employee costs every year because we can't afford to do it. So now there might be an emphasis on how do we get smarter, how do we maybe use machines, how do we use technology to do it a little bit better so that one's on their developing leaders is on there? 00:16:24:23 - 00:16:50:11 Unknown We're seeing a lot of that and I think a lot of that is all kinds of retirements, younger people coming in and how do we train them a little bit more quickly. And the good news side, actually a good news bad news side for the HR Folks, an increase in HR Departments and HR People that are being used and are a part of organizational strategy and over the last three years rose from 36% to 50% that they are involved in those decisions. 00:16:50:13 - 00:17:12:08 Unknown I don't know if this is a coincidence or not, but at the same time, we saw an increase from 34% to 47% of our professionals saying they're stressed out. so I wonder why you asked for something. You got it. Now you got more work, you know, as a group. But, you know, the good news is I think that companies are much more conscientious about our people are a big part of our strategy. 00:17:12:08 - 00:17:29:01 Unknown And so folks are more engaged. And while I think that's part of the stress, I think the stress has more to do with just more things on their plate. You can of COVID. Now we're into remote work and where are people going to work and how do we get more out of less and how do we figure out where our compensation is right now? 00:17:29:01 - 00:17:47:19 Unknown Because the market is changing so quickly, we can't my people or I'm not I'm keeping people. There's a lot going on. And so I think that had an awful lot to do with them with the stress and the last one, I think is about 80, 81% of the people said, we think we're settling into the whole remote work thing. 00:17:47:19 - 00:18:04:09 Unknown Now, I think people are starting to figure out whatever that means for them, were totally remote, were totally in the office, or most likely we've got a combination, but we've we've kind of figured out what it is. It's three days a week. There's a week two days a week, whatever it might be. Companies are starting to figure it out. 00:18:04:14 - 00:18:28:16 Unknown Yeah, So I think we're getting there with that one. Yeah, definitely. And I feel like maybe part of the reason why there's more HR Folks doing more strategic work now too. Could be because of ai or that i could help grow that percentage just because, like you've mentioned, i kind of helps you focus on the strategic work while ai is helping you with more of the operational day to day routine tasks. 00:18:28:16 - 00:18:52:14 Unknown Yep. And kind of going off of AI. Then Emery actually released a recent hot topic survey on AI in the workplace in this month and charts you kind of looked at a couple of the questions from that survey. So can you give us some of the data and what were the questions? First of all, I guess, yeah, first, we were trying to figure out where our members were at, you know, because our job is to is to really to serve them. 00:18:52:18 - 00:19:21:11 Unknown Yeah. But we asked them the first question we asked them is what percentage of your employees are currently testing out AI? And we laughed at that broad. But really we're willing to take, you know, almost anything. You know, I've been on chatbot once. Okay, yeah, that qualifies. But we still had 76% of our members have less than 5%, or at least they think less than 5% of their folks are active in in AI and another 14% that 5 to 10%. 00:19:21:11 - 00:19:43:20 Unknown So still very new. You know, for all of them. We also asked them if they had an individual or a department, somebody responsible for whatever they were going to do and whether that was can you just figure out what's going on all the way to strategic development? And 74% of them were at a point of we have nobody in charge. 00:19:43:20 - 00:20:01:15 Unknown We might have people looking at it, we might have people taken, you know, stabs added, but they really didn't have someone who said, you know, your job is to make sure we know where we need to be and what's going on. So very new with all of them at the same time, you know, we said, well, what do you need from us? 00:20:01:17 - 00:20:25:03 Unknown And we had, you know, 80% of the people saying, geez, I could use some user guides and goals and objectives. I could use more content on what's going on. So they're looking for can you give me some things and start feeding me stuff? Because I think people know this is coming. Yeah, I'm not going to stop and you're not going to be able to control it, so we better get out in front of it a little bit. 00:20:25:05 - 00:20:50:18 Unknown So there was a lot of interest in that. And then because we had the webinar series coming up, we asked them about, you know, what exactly in age are you looking for? Is it? I think we offered them learning and development, just the admin side of our employee engagement recruiting, and all of them came back and, you know, different mixes and matches, but all of them, there were about 60 to 65% had an interest in every one of those. 00:20:50:20 - 00:21:15:07 Unknown Yeah. So I think it's I just need some help, Right. Well it's like just provide me something and I think that I'll be happy. So we are, you know, like everybody else, we not only have to figure it out for mirror with our own products and services and our own staff, but also figure out where our members are at and, you know, try to help them get to where they got to get because there's going to be a big year for I think a lot is going to happen. 00:21:15:09 - 00:21:31:06 Unknown I mean, we all got to be ready for it. Yeah, well, good thing we have the air series coming out. We do? Yeah, we do. So. So we've got your Alberts. Well, Jim, as a kind of close out here, can you give us a look ahead at next month's or February's talent report and the kind of topics you'll be talking about there? 00:21:31:10 - 00:21:58:05 Unknown Yeah, we're we're going to look at internships again, but a little bit deeper around. I think it's becoming one of the leading ways for companies to find people. But those strategies around how, you know, when do I find them, how do I find them, how do I prepare them, how do I make sure their experience is a good one and how do I hang on to them and kind of give them a path right into our organization? 00:21:58:05 - 00:22:21:21 Unknown Because if we're going to invest in bringing these people in and having these interns and helping them learn, it can't just be three months of busy work. Now we have to look at them as we're almost onboarding them, right? Three months. We're trying to prepare them, one, to understand the business and two, to want to work here. And then especially for those that, you know, maybe have another year of school left, we've got nine months now. 00:22:21:21 - 00:22:35:17 Unknown They figure out how to hang on to them. So what are we doing to make that a good experience that they're not looking anywhere else and we know we can count on them when they graduate the next May. So it is kind of going to be a, you know, right from the beginning to getting them to come work for us. 00:22:35:19 - 00:22:57:22 Unknown You know, how do we just look at this as this is our supply chain and we all take care of it? Yeah, well, that will be a great topic and February is a great time to start that conversation. So looking forward to a time to all. Jim, thank you again, per usual for all the back. Great information and kind of recapping what you were seeing, January's talent report. 00:22:57:24 - 00:23:24:02 Unknown But to our listeners, if you liked our chat and our topic for today, don't forget to share out this episode. Give it a like we recommend and consider joining MRA if you are not a member already. As usual, we have all the resources for you in the show notes below, so make sure to look at those. We have Jim's LinkedIn profile if you want to get in contact with him or have any questions for him and we'll see you next week for our next episode. 00:23:24:07 - 00:23:42:06 Unknown So thank you again. Jim. Yeah, my pleasure. And that wraps up our content for this episode. Be sure to reference the show notes where you can sign them to connect for more podcasts updates, check out other MRA episodes on your favorite podcast platform. And as always, make sure to follow MRA's 30 minutes THRIVE so you don't miss out. 00:23:42:06 - 00:23:47:00 Unknown Thanks for tuning in and we'll see you next Wednesday to carry on the conversation.  

Description: In this episode, join us for an insightful conversation with Susan Fronk, President and CEO of MRA. Get ready to kick-start your new year, as we explore trends, strategies, and expert insights that will define success in 2024. Whether you're a professional, entrepreneur, or anyone seeking to thrive in the fast-paced future, Susan shares invaluable advice for making 2024 your best year yet.  Resources: 2024 National Business Trends Survey  MRA Hot Topic Surveys  MRA Membership  About MRA  Let's Connect: Guest Bio - Susan Fronk  Guest LinkedIn Profile - Susan Fronk  Host Bio - Sophie Boler  Host LinkedIn Profile - Sophie Boler  Transcript: Transcripts are computer generated -- not 100% accurate word-for-word. 00:00:00:00 - 00:00:21:04 Unknown Hello everybody and welcome to 30 minute Thrive, your go to podcast for anything and everything HR, powered by MRA, the Management Association. Looking to stay on top of the ever changing world of HR? MRA has got you covered. We'll be the first to tell you what's hot and what's not. I'm your host, Sophie Boler, and we are so glad you're here. 00:00:21:05 - 00:00:41:11 Unknown Now it's time to thrive. Well, hello, everybody, and thank you for joining us and happy New Year. And welcome back, Susan. Hey. Well, Susan, since your New Year podcast from last year is actually in our top ten podcasts of all time, we thought it would be great to really bring you back this year and share your insights for the coming year of 2024. 00:00:41:12 - 00:01:04:09 Unknown Yeah, I saw that, that it was in the top ten, but you know, sort of thing too much credit because I was one of the first podcasts. So it's top ten for a still call me season, right? Okay. But for those of you who may not know, Susan Fronk is MRA's president and CEO. And you're really here today to help you get your new year off to a great start, really help you and your business thrive. 00:01:04:11 - 00:01:31:17 Unknown So speaking of where to start, Susan, let's take a look at a recent national Business Trends survey from the Employers Association of America, the EAA. I know, Susan, you always talk about using data THRIVEn decisions and using those for results. So let's take a look at the results that we're seeing from the 2024 National Business Trends Survey. We know that the economy impacts everything every day, life in work. 00:01:31:19 - 00:01:58:05 Unknown So let's talk about the numbers for this year specifically. According to the survey, 67% of organizations say the economy will improve or stay the same. And that's an 18% increase from last year's report. So we're really seeing greater confidence in this year's economy. So my first question to you is, with business leaders feeling more confident, how will that impact employers for this year? 00:01:58:11 - 00:02:28:12 Unknown Sure. Well, first, a word about the National Business Trends survey and how relevant it is for our members. The EAA, the Employer Associations of America. Organizations like us across the country. So employers of all sizes in all industries and tens of thousands of employers. So this survey is really reflective of kind of coast to coast thinking in how they're planning for the next year. 00:02:28:14 - 00:03:14:14 Unknown And you're right, there is a greater confidence that business will at least stay the same or improve in the year ahead. And that's great because where confidence goes, usually production follows, sales follow and hiring follows. So I know we're going to get into that, but that's kind of a mixed blessing. So hiring is still really tough. When you look at the comfort index in production and sales and where companies are going, that means there will be investments, investments made in their companies, in mergers and acquisitions, plant expansions, maybe more experimentation and innovation as well as additional hiring. 00:03:14:16 - 00:03:45:17 Unknown Yeah, absolutely. And according to the business Trends survey, 52% of employers here in the Midwest are looking to hire permanent staff. So when it comes to hiring and recruiting for 2024, what suggestions do you have for employers out there? Really? Sure. Generally, when I'm talking with members, whether those are our constituents or the C-suite, they are still having great difficulty finding qualified experience hires. 00:03:45:19 - 00:04:23:03 Unknown So if you think of hiring as filling positions and not just hiring somebody from outside the organization and bringing them in, it may make a little more sense. And that's some of the creative D that I see. Employers are not necessarily looking for that needle in a haystack. Well, they certainly are, but they're also saying, who in my organization may have the ambition and the skills and characteristics to move up and what kind of development most training and professional experiences would I need to give them to grow them into that position? 00:04:23:05 - 00:04:53:00 Unknown If you can't buy it, meaning hire, you've got to make it and that'll develop. Yeah, absolutely. And we'll talk a little bit more later, especially on emerging leaders and from a CEO perspective, what qualities and characteristics do you specifically look for in those emerging leaders? We'll talk more later. But Susan Talent acquisition TA has been a serious challenge for employer employers in the past year and this year looking ahead. 00:04:53:01 - 00:05:26:10 Unknown So let's talk about what executives identified as some other top challenges of this year. Talent acquisition was top at 50 to 2%, but also making the top five list was cybersecurity at 44%. Talent retention also at 44%, inflation coming in at 41%. And then developing future leaders, as you've mentioned, at 34%. Looking at that, cyber security is new on this list for this year and really an issue top of mind for executives And, you know, all employers. 00:05:26:12 - 00:05:52:00 Unknown What are you hearing from other organizations in business leaders overall on how what they are doing to increase cybersecurity? Sure. And it's coming up in many business conversations. Before we move to that with your commission, Sophie, could I circle back to the talent, get perhaps a lesson? Because the survey did highlight some things that I think are worth underscoring in this conversation. 00:05:52:01 - 00:06:28:21 Unknown One is that compensation, as a starting wage went up. No surprise there, but also that the ranges of the jobs themselves have been adjusted upward in the majority of organizations. And again, no surprise with inflation being kind of break away in 2022 and maybe moderating a bit in 2023, just that those are table stakes. Right. We all know that compensation alone isn't a satisfying necessarily, but it's a dissatisfying. 00:06:28:23 - 00:06:47:04 Unknown So what I mean by that is if you don't get it right, people will leave. But even if you have it right, meaning that you pay competitively and you know what the market pay is and your benefits are appropriate, the right amount of paid time off, just the fact that you get that right, those are table stakes. That doesn't mean people won't leave. 00:06:47:06 - 00:07:09:20 Unknown You have to have culture and environment and professional growth and development opportunities as well. The innovation is just the doubling down on the fact that it is a total package and human resources is right at the center of that and leadership conversation to say, here's here's how we have to touch all those bases. So pay alone will get you there. 00:07:09:22 - 00:07:34:02 Unknown But you do have to know how your jobs stack up to off. And I think business leaders may say this job title and what does this job title pay? That almost doesn't matter because titles are just that. You have to really look at the responsibilities and the role itself and the job duties to make sure that you're comparing apples to. 00:07:34:04 - 00:08:02:14 Unknown Absolutely. Thank you for circling back. Sure. Yeah. I think that was an important point, and I neglected to say that originally. Absolutely. If you asked me about cybersecurity. Yes. Well, I think it is a big question. It's like describing the you and I am no cybersecurity expert, but I do have the catbird seat, I guess I would say, and I always feel honored to have those conversations with so many business leaders. 00:08:02:16 - 00:08:26:23 Unknown But our members do share confidential information with us, and cybersecurity is keeping people up at night. It can ruin a business in the blink of an eye. Before I get to a couple of recommendations that I would make as a layperson, not as a cybersecurity expert, but as a business leader, that that does have this advantage of talking with a lot of other smart business leaders. 00:08:27:00 - 00:09:03:23 Unknown Anecdotally, I happen to be in Las Vegas last fall for my husband's birthday, and it was during the MGM data breach and Hurd worldwide, everybody was talking about it because they decided not to play ball with the threat actors. And there are a thousand decisions that businesses need to make about cybersecurity. But one of them is am I going to capitulate, potentially pay ransom, try to secure my data and hope and pray that that the bad right. 00:09:03:23 - 00:09:28:09 Unknown You're going to honor their word, which is interesting all by itself mean you trust in criminals to do what they say. That makes no sense. But then the other branch is to say, forget it. I'm going to take what comes right. And what was so unique about the MGM? Brett breach is that just prior to that, the whole Caesars Entertainment family worldwide was in it. 00:09:28:11 - 00:10:04:17 Unknown They paid a seven figure ransom. Whether that was there's two huge hospitality, gaming, entertainment, playing in the same space, trying to attract the same customers in the same industry. And they went in it very different ways. So I guess an umbrella is you have to know your own company, your own culture, your appetite for risk, and that the subject matter experts you've got on hand and higher tech to move you through any threat, hopefully to prevent a threat. 00:10:04:19 - 00:10:34:04 Unknown And then what's the fallout? Can your company with stand whatever it is from your employees, from your customers, from your vendors who say, maybe I don't trust you as much anymore, So now two organizations, very similar, could have been brought to their knees, and I witnessed it staying at an MGM property. My husband and I saw it was basically shut down. 00:10:34:05 - 00:11:18:14 Unknown They must have lost millions and millions every day. So just having that kind of ringside seat and talking to who I could. Dealers and Uber THRIVErs. Yeah, customer service people, they highlighted the fact that it was really only one employee who unintentionally who did a very bad and reckless thing against the training that he'd had, which brought the company to its knees, and that because they were networked so thoroughly at all of their properties worldwide for economy and efficiencies, a scalability, knowledge and interest locking this out. 00:11:18:16 - 00:11:55:17 Unknown It also was once somebody got in their room, they got in every. So how does that relate to our members here in the Midwest, wherever you happen to be? It's that employee training is an absolute again, just ticket to the show. If you're going to be in business today, you have to realize the threat really is everywhere and your employees, advertently or inadvertently are likely going to be the access point. 00:11:55:19 - 00:12:25:15 Unknown So train your employees and keep training and keep training and can don't take no for an answer. You just have to have that level of knowledge of what the risk is out there and and how they could jeopardize your organization. It's one thing. The second thing is I would really advocate for an independent outside audit of all of your systems. 00:12:25:17 - 00:12:56:07 Unknown Yes, it takes time and yes, it costs money, but they will highlight areas of opportunity, areas of risk. Can I give you a report card and a game plan to say if this is your report card, where you're strong and where you're weak, here are some gaps. Here are some systems or practices that make you vulnerable. The devil you know is better than the devil you don't. 00:12:56:09 - 00:13:26:09 Unknown And then you can address those gaps that an outside third party, nothing in the game has identified to help make your company stronger. And it isn't a one and done sort of thing. I undertook one in 2020 and again in 2022. We plan to do it again next year. So that's just like maintenance review. You do what you can and that doesn't that, that doesn't ensure you're not going to have a problem, right? 00:13:26:11 - 00:13:58:24 Unknown It just maybe reduces the likelihood. So those two things extensive of ongoing kind of black and white employee training must do it. And second and a regular practice of outside objective audits of your systems so that you can become stronger and less vulnerable. Absolutely. Those are great takeaways, Suzanne. And I appreciate the examples, too, that came with it was very interesting to watch in real time. 00:13:59:01 - 00:14:26:18 Unknown Cybersecurity has been one of our was highly requested topics coming from our 30 minute Thrive listeners. So I'm glad we can address that today. Well, I'm not a cybersecurity expert. I would suggest we get some for future podcasts. We will really dig into it. Absolutely. Another topic that's been very highly requested is I we have a couple episodes out there if you'd like to go in depth about A.I.. 00:14:26:18 - 00:15:15:01 Unknown But Suzanne, I guess I'm curious from your perspective how you feel about a A.I. in HR overall, MRA's first steps to kind of incorporate air in our company. I'm sure just kind of briefly touch on that. I will. I wouldn't say that we're ahead of the game. I would say we're writing this tsunami with most of the organizations out there and learning as best as we can so we understand not only do we need to get it right and become more knowledgeable about our own services and how we're going to offer, connect with produce what we do, and that our members are 4000 strong, are turning to us to say, What should I be concerned 00:15:15:01 - 00:15:42:07 Unknown about? And specifically, I guess as it pertains to human resources. So my thought is there is no there is no value in saying a AI is bad, more A.I. is dangerous. It can be in the wrong hands. And without a plan. But I just is it is coming on strong. So it's not it's not an argument to be debated. 00:15:42:09 - 00:16:06:23 Unknown It's a fact to be managed and wrestled with and resolved. And as best as each company can. So what do I think the impact on each I would be, I think is going to be huge. I'm making this big universal statement without a lot of detail under it. But we're learning, as I said, as fast as we can. 00:16:07:00 - 00:16:53:08 Unknown This practice might work for our members too. We have developed last year we developed an AI task force so people internal, aided by some external experts that would just make us smarter, that would take a look at it and study it regularly and carved out a bit in their time and their goals to be help us elevate our skills with regard to artificial intelligence, not necessarily deciding what our projects would be because it's a small group of people, but elevating the knowledge of our leader team, our employees in general, our senior leaders, and to say, here's what we're learning and to keep that in front of us so that we can make good decisions about 00:16:53:10 - 00:17:27:20 Unknown both internal and external offerings, program services and expertise we may do, I will say, one thing. I strongly recommend that every company who is trying to get their arms around AI and who isn't, that they start with something that sounds like you're putting on the brakes before you even get in the car, which is data governance policy, because every company has employees, whether you know it or not, who are already working with A.I., It could be in a side hustle. 00:17:27:20 - 00:18:04:15 Unknown It could be that they're using it for what they do for your organization and you just don't know it. Or it could be that innocently. They're just one of those early adopters that are saying, Well, I'm just going to experiment through having listened to some outside experts and some people in the legal realm who talk about copyright and many other legal issues, I guess I would just say help your employees be the best they can be by having a data policy and guidelines that give them the parameters. 00:18:04:17 - 00:18:26:17 Unknown So you want to make sure you know what's going on in your organization so you can make sure you don't get in trouble. But also you want to make sure that it's a conversation daily, weekly, ongoing, so that you can harness whoever is an early adopter and excited about it and use that to help further whatever you're trying to do. 00:18:26:17 - 00:18:57:23 Unknown So it's really going to impact and this is just fundamental, you know, the basic knowledge of of things I've seen, it's really going to impact the employment world, how you hire and attract source, bring on board employees. Absolutely. So HR needs to get its arms around that second thought. When you think about marketing production and content production communications, it's really going to impact that as well. 00:18:58:00 - 00:19:25:10 Unknown I would never put something out there written by a guy who. What is that and who is that? You know, the the very old adage garbage in, garbage out applies might be more garbage, might be digital garbage, but it could still be art. So that I almost think artificial intelligence, I'm never going to change the title. That is what it is universally, but it's almost like it should be called augmented in time. 00:19:25:10 - 00:19:51:11 Unknown Just plainly put a computer brain is helping humans do their job better. So you augment how you do your job with artificial intelligence. So artificial always kind of gives me the creeps, but neither it's real or it's not right and it's real. So I would I would say you want to use augmented and I like the do your job from the heard it here first. 00:19:51:15 - 00:20:19:15 Unknown All right. We're changing artificial intelligence. Right. It's just you know, it's not even 9 a.m.. We're getting things done. Get things that I would just add to that, too, from the conversations that I've had with some subject matter experts specifically on AI and how it will affect the workforce. And each are specifically I feel like they're seeing that A.I. is going to help with operational and more routine tasks. 00:20:19:17 - 00:20:49:23 Unknown And that's going to leave HR Professionals and professionals in general more room to focus on the strategic planning tasks that maybe they don't have enough time on right now. That's well said. And i think HR People should be excited about that. But first, it's scary. Before you get excited about said you first have to get your arms around it and know how i'm going to harness it and you don't left behind and and and and though I do think it could help HR 00:20:49:23 - 00:21:14:03 Unknown People focus on the more strategic conceptual things and getting more routine tasks out of the way. It won't stop there, though. I think that's a bridge to to something even bigger. Yeah, absolutely. Well, thank you for those recommendations. In fact, we have a hot topic survey coming out very soon on ai in the workplace, so stay tuned for that. 00:21:14:03 - 00:21:45:16 Unknown And if you want to learn more about how I will affect your workplace in HR specifically, that hot topic survey is going to be coming out next week, actually, so the week of January 7th. And we will also have a podcast covering those results of survey results. But so, Susan, let's talk more about some other business trends, survey results here to our attention was among the top business challenges for 2023 and heading into 2024. 00:21:45:18 - 00:22:13:08 Unknown So what are organizations doing now to really retain top talent once hired? There's very little like earth shaking and VR and tremendously different. But I can say again with the confidence of thousands of employers weighing in, that some fundamentals that again put it, are right in the middle of that business conversation session. You need to be an employer of choice. 00:22:13:08 - 00:22:56:14 Unknown You need to be an employer that competes not just on being in the top of the range you need to pay competitively, as we've determined. But there are so many other things. And one of those other things that is trending more strongly isn't new, but trending much more along strongly is learning in growth. How how are you going to take a new employee, an existing employee, a long service employee, and continue to give them opportunities to learn and to grow in your organization, that that deserves more time and attention on a regular basis? 00:22:56:16 - 00:23:35:20 Unknown Then then most of us either devote to because you're there's a crush of other things to do, or maybe we don't realize just how important it has become and the talent shortage and the fact that employers are looking to hire more in a stronger economy and those people just don't always exist. And so for self-preservation as well as for growth, you really need to keenly focus on career paths and opportunities to develop your current team. 00:23:35:22 - 00:24:05:00 Unknown That doesn't mean you all have to create a university. That doesn't mean you need to have a ladder, a and a ladder being a ladder. I guess it would be the other way around. Let's see. Matter be ladder. But in some organizations that makes sense. Maybe more of a manufacturing organization, but it does mean the quality of supervision and management, the quality of those conversations are really important so that that employee knows. 00:24:05:02 - 00:24:37:04 Unknown All right. The job to which I aspire or the pay that I'd like to earn someday is achievable with these steps. My employer is going to do these three things and I'm going to do these five things and we're going to arrive at this happy destination together. So spending more time and thoughtful consideration of each employee's career path, no matter the job, is really trending strongly. 00:24:37:06 - 00:25:07:11 Unknown And that's not going to change as the talent market stays really challenging, challenging in that there just aren't enough experienced, qualified candidates out there. And even at the very entry level or new to the job market range, I'm not letting those great employees get away and happy somewhere else. Absolutely. And I have a follow up question for that. 00:25:07:11 - 00:25:50:19 Unknown Then, in addition to, like you said, table stakes, the competitive wages we've seen variable pay has also come into play to overcome these recruiting and retention challenges. Are you seeing any incentives used by our members or other organizations, employers with variable pay to kind of overcome the retention challenge? Sure. I'll give you what we've learned from our survey and then I'll give you a little Susan Twist, because, well, my opinion doesn't always carry the day, but we want to hear it. 00:25:50:19 - 00:26:24:00 Unknown Well, it is what it is. What I think would work if you had an organization that you started from scratch with people that you were able to select carefully and grow the way you wanted to. You would treat everybody in a very custom way. Your best employees would get 10% raises and you, your average steady, at ease would get far less than that, and you wouldn't have poor quality employees. 00:26:24:00 - 00:26:55:17 Unknown And in real world that doesn't exist. But I do see to sell them that employers use whatever matrix they have for pay and benefits, they use it to too much the same year. At the end of the day, what is the difference to you or to me or to anyone? You know the difference between a 2.7 raise and a 3% raise. 00:26:55:17 - 00:27:26:07 Unknown It just isn't meaningful. So if you really want to keep that better employee, what is meaningful for great performance. So again, that's the real trend with my twist using HR Being very nimble and able to layer on its policies and practices not as consistently maybe as a lifetime has taught us. You need to treat everybody the same. Not necessarily. 00:27:26:10 - 00:27:58:01 Unknown You need to have business justified reasons for doing that. You need to make sure it's tied to documented perform means but achievement of goals. Those employees who truly are head and shoulders above, they're going to go elsewhere in this market unless you do treat them differently. Ways that you can do that. Variable variable pay tied to performance, not universal bonuses, but those that say if the company achieves this, then we all get that. 00:27:58:03 - 00:28:25:15 Unknown That means gain sharing, Whatever you call it, it's gain sharing. Second would be if you in this role achieve this, you're going to get this. Those things benefit the organization and they will lift all boats instead of variable pay that isn't as tightly tied for goal achievement. And again, that brings the spotlight right down on the quality of management in supervision. 00:28:25:17 - 00:28:50:15 Unknown Are your managers and supervisors savvy, trained and strong enough to say, Sophie, here's where you hit your goals. Here's where you missed your goal. Here's what that earned in our variable pay plan and here's what you going to do next year. That should be a dialog. Usually saying that's achievable might be a stretch goal, but I can do it. 00:28:50:17 - 00:29:25:05 Unknown Not pie in the sky. What are you talking about? I could never do that. So it should feel like a partnership, but it should also feel like a stretch and your manager has to be able anyone's manager has to be able to say, Great job or here's the gap. And that's saying a lot. If you're not going to use things very consistently which can water down performance if you treat everybody the same, the great performers say, What the heck? 00:29:25:07 - 00:30:01:11 Unknown Why should I tie on my son Jr's every day and run at 100 miles an hour when he is and she is and they are running at 50 miles an hour? No, you know, why would I do that? It tends to it tends to breed mediocrity instead of excellence. So the key to that is high quality management and supervision and the ability to have conversations in a partnership way so that people understand, here's how I can excel, here's how I can earn that variable pay, and here's, you know, what caring what I do to improve. 00:30:01:13 - 00:30:30:14 Unknown If that was Susan's twist, that makes sense. Yeah, but it doesn't exist. It doesn't reflect. Well, Susan kind of rounding out the top five challenges from this year's survey is developing future leaders. So I know we touched on this briefly, but what recommendations do you have for developing an organization's up and coming leaders or emerging leaders? I would say, well, one of them, I think, is what I just touched on with regard to variable pay. 00:30:30:16 - 00:31:00:06 Unknown People work for intrinsic feeling of accomplishment. That's true. I think if you hire good employees, they want they come in saying, I want to do a good job because that's just how I'm wound. That's my theory. But let's not make the mistake that an achievement is an important and compensation isn't important. And recognition and rewards are an important and I'm probably wound a little differently that way. 00:31:00:11 - 00:31:29:17 Unknown I'm not saying intergenerational, but it tends to be in that newer workers in the workplace just need more care and development and to feel a part of the team. And I think sometimes longer service workers missed that. By missed that, I mean don't recognize that enough. Don't think about it often enough. Not out of bad intention, but because that's not what they experienced. 00:31:29:22 - 00:31:53:11 Unknown So so you don't want to allow that disconnect to become pervasive in your company. You want to make sure it's fluid and organic is a word I like to use there, meaning it's growing and changing all the time and it's an in an into flow of information going back and forth, people communicating about what they need and what they want and what they have and they like and what they don't like. 00:31:53:12 - 00:32:24:23 Unknown I mean, then you can respond to it back to the career passing. Just make sure that's part of your performance system. Whatever your performance system is, it isn't just about goals, it's about what's next and where you want to go and what you want to achieve and and help with how you get there. So if any employee is willing to say, I want to grow my job and I'm willing to put in these things, room managers should want to work with them all day long. 00:32:25:00 - 00:32:50:21 Unknown It's great advice. Well, common sense, right? Well, Susan, unfortunately, we're running out of time here. But I know we asked this question a lot to our members, but now I'm curious to know what keeps you up at night, Susan, looking forward into the future, 2024 for business? Well, thanks, Sophia. You you actually gave me some nightmares during this conversation because most things. 00:32:50:21 - 00:33:16:19 Unknown Yeah, this is what I'm you. You you touched on two of them because they're so external to an organization. I think many leaders and I like to feel that I really know how to run this business and that I communicate with this team really well that you that you know where we are financially. You know what our goals are. 00:33:16:22 - 00:33:47:01 Unknown Our strategic placement is tucked up in your cubicle, whatever, you know, where we're going. But cybersecurity and artificial intelligence that are tiger by the tail, both of those things, you can do everything right and not see the train coming on the track. So again, business people are paid to square their shoulders and say, how do I how do I capitalize on those opportunities? 00:33:47:01 - 00:34:13:01 Unknown Not how do I run afraid from them? What your question was, what keeps me up at night? I would say it's those two things, among others, because they are so external to minimization. They are so foreign and fast moving and in the hands of other people and things and technology that today a few of us are expert in. 00:34:13:03 - 00:34:39:12 Unknown So so that's what keeps me up at night. And that's why through our conversation I highlighted just the fundamentals of policy governance practice. Outside audits, you do what you can and then hopefully you can just put your head down on the pillow and sleep because you've done what you can. That doesn't mean it will protect or be perfect or optimize artificial intelligence the impact on your business. 00:34:39:14 - 00:35:08:09 Unknown But you can't be an ostrich either and stick your head in the sand and just say, I hope it doesn't impact me for two years or five years. It will come in my CEO roundtable. We talked about cybersecurity and there were 14 really smart business leaders, owners in the room, and four of them had had data incidents, let's call it threat actors attack their business. 00:35:08:09 - 00:35:35:18 Unknown So four out of 14 just in the last year, it's not if, but when. So make yourself as bulletproof as possible. Absolutely. And we have resources linked in the charts below. You can also find them at MRA Talk. But Susan, we wrap up here. Any last thoughts, any words of inspiration for the new year, your mike drop moment here? 00:35:35:20 - 00:35:55:00 Unknown I'll tell you what I told my employees and my partner over the holidays. Bring it on, We're Ready! I love it. I need to. I'm excited. Perfect. Well, thank you, Susan. I really appreciate you coming on. And I appreciate your leadership here, too. Like I mentioned, we have resources in the show notes below, so make sure to refer back to those. 00:35:55:02 - 00:36:15:24 Unknown They are also found on our website, mranet.org. And thank you so much for listening and tuning in today. We hope you have a great New Year in a successful New Year and we are always here to help. So thank you again, Susan. Happy New Year. And that wraps up our content for this episode. Be sure to reference the show notes where you can sign them to connect. 00:36:15:24 - 00:36:31:04 Unknown For more podcast updates, check out other Amari episodes on your favorite podcast platform. And as always, make sure to follow MRA's 30 minutes THRIVE so you don't miss out. Thanks for tuning in and we'll see you next Wednesday to carry on the conversation.    

Description: FMLA is one of our top requested topics from our 30 minute Thrive podcast subscribers. We are glad to have this opportunity to talk about the complexities of FMLA eligibility, outlining who qualifies, and exploring the spectrum of covered events. This episode will help provide some clarity on navigating leave requirements!  Resources: FMLA Toolkit  FMLA Made Simple - Training  HR and Employment Law Essentials - Training  FMLA: Tips for Tackling 5 Everyday Challenges - Training  MRA Membership  About MRA  Let's Connect: Guest Bio - Rob Lapota  Guest LinkedIn Profile - Rob Lapota  Host Bio - Sophie Boler  Host LinkedIn Profile - Sophie Boler  Transcript: Transcripts are computer generated -- not 100% accurate word-for-word. 00:00:00:00 - 00:00:21:03 Unknown Hello everybody and welcome to 30 minute Thrive, your go to podcast for anything and everything HR, powered by MRA, the Management Association. Looking to stay on top of the ever changing world of HR? MRA has got you covered. We'll be the first to tell you what's hot and what's not. I'm your host, Sophie Boler and we are so glad you're here. 00:00:21:05 - 00:00:46:09 Unknown Now it's time to thrive. Well, hello everybody, and welcome to this episode of 30 Minute THRIVE. FMLA is one of our top requested topics from our podcast subscribers, so no pressure on today's guest, but we're really glad to have this opportunity to talk about all of the complexities of FMLA eligibility, outlining who qualifies and exploring the spectrum of covered events. 00:00:46:11 - 00:01:12:21 Unknown So our goal really for today's podcast is to help provide some clarity to you on federal FMLA. So I'm joined by Rob Lapota HR director, part of MRA Learning and Development Team. Rob, you have over 30 years of HR experience. You've answered more than 15,000 member calls on the HR hotline, and you're recognized as one of the top knowledge experts on our topic for today. 00:01:12:21 - 00:01:33:09 Unknown And that's a federal FMLA scrub. I'm really excited to have you here today as the subject matter expert and thanks for joining us. Thank you for asking me to be here today. And welcome to everybody for our interesting talk. Yes, I like I like to tell people in our training program with FMLA made simple, get your notebook out because you're gonna be taking a lot of notes. 00:01:33:11 - 00:01:56:03 Unknown Yeah, absolutely. Get them out. Well, Rob, let's kind of start out with the big overarching question here, and that is what is FMLA. I know we have a lot of HR Professionals obviously, who listen to the podcast, who know what FMLA is, but some of our other listeners who may not be in that HR professional may not know exactly what FMLA is. 00:01:56:03 - 00:02:28:15 Unknown So can you kind of just give us an overarching picture? So we start out the first acronym, FMLA. First, let's talk about that Family Medical Leave Act. So that took on a federal basis, that was a law. Those passed back in 1993. And it impacts employers that have 50 or more employees anywhere in the United States. Here's a kind of like a short definition of here's what the law is all about 12 weeks of unpaid leave with no penalty to the employee. 00:02:28:17 - 00:03:01:09 Unknown Now, that sounds like a very simple one sentence definition of what is FMLA, but they're in wise the complexity, the no penalty to the employee. That's a challenging aspect of the law. And what qualifies as a reason for taking FMLA. That's the other big challenging portion. And then the overriding complexity of this law by the employee when I'm going to be off of work, I don't ask for FMLA. 00:03:01:11 - 00:03:19:15 Unknown So, for example, if you are a supervisor, I don't call in and say, Hey, Sophia, it's Rob. Last night, my daughter, she was knocked unconscious in a soccer match, but she's actually been admitted to Children's Hospital in Milwaukee. That's where I am right now. I'll give you a call a little bit later today and I'll give you an update on what's going on. 00:03:19:17 - 00:03:48:12 Unknown That said, I the employee is not mandatory under the law for me, the employee to say, and by the way, Sophia, why don't you give me some of the FMLA stuff? The way the federal law is written, it is the employer's responsibility in all circumstances to designate leave as FMLA qualifying. So therefore, because of the complexity, that's what makes it our number one call on our hotline. 00:03:48:18 - 00:04:14:22 Unknown Yeah, I was shocked. Over 20% of our calls are just on FMLA. I was just going to mention that this is one of our top calls on the HR hotline and still remains to be. Yes. And we've had some topics on the podcast on FMLA, just because it is one of our most highly requested topics. And like you said, there's so many different complexities within that, even though that one sentence you gave us seems so simple, it's not as simple as you may think for experts. 00:04:14:24 - 00:04:42:16 Unknown What factors and determine an employee's eligibility for FMLA, FMLA leave? And how does an employer ensure compliance with these criteria? So there's several criteria. And the first is I need to be working at a covered employer for FMLA. And a covered employer is one that has 50 or more employees on their payroll anywhere in the United States. And it also includes temporary employees from a temp service. 00:04:42:18 - 00:05:02:13 Unknown So if I have 25 employees that are on my payroll and I use 25 from a temp service, I actually have 50 employees for federal employee purposes. I'm covered by the law. So for an eligible employee, first of all, I have to be working for a covered employer. Then I have several other criteria that need to be met. 00:05:02:15 - 00:05:24:20 Unknown Number one, I need to be working for at least 12 months for that employer. Number two, I work at least 1250 hours in the 12 months prior to my need for leave. And third, I have to be working at a facility that has 50 or more employees within a 75 mile radius. Now, again, just like that, a little definition I can give you FMLA. 00:05:24:22 - 00:05:46:18 Unknown Well, that seems pretty straightforward, doesn't it? But there's a lot of twists and turns within those definitions. So, for example, the 12 months service on a federal level, it need not be consecutive. So I could be working, for example, as a college intern. As for an organization, let's say, in marketing and work for four summers in a row of three months each summer. 00:05:46:20 - 00:06:12:17 Unknown And we're recording this in December. So let's say that I'm graduating in December. I'm going to start with the employer January of 2024. Well, you actually cannot my three months of service going back four years because it's a seven year lookback period. Okay. So here's the strange thing. Effective January 2nd, 2024, since my official start date, I'll actually have 12 months of service for that employer. 00:06:12:19 - 00:06:38:19 Unknown The same thing goes when people leave organizations. Let's just say I worked at an employer from 2015 to 2020 and then I get rehired on January 2nd, 2024, by that same employer. Well, again, there could be up to a seven year break in service. That's well within that. So I will actually have 12 months of service on my first day of employment reemployment, I should say, with that employer. 00:06:38:21 - 00:07:04:09 Unknown Second of all, the 1250 hours that is paid time only, that does not include things like holiday pay, PTO, sick pay, self-funded short term disability payments. Those are not included. And that's it's just actual work hours. And then the third criteria, this is and again, another strange one. I work in a facility that has 50 or more employees within a 35 mile radius. 00:07:04:11 - 00:07:33:03 Unknown Well, let's just take it for plain value. Let's say that we have an organization that has three facilities. They're all within 75 miles of each other. And one employs 30, another one employees 20 and a third facility. Employees 20 there, or that's 70 employees. So if I work at any of those facilities, I'm working in a facility that has 50 employees within a 75 mile radius. 00:07:33:05 - 00:07:57:02 Unknown Now, that's also extended to include remote employees and all that's since COVID. You know, a lot of remote work going on. And still today, the little twist with that, I'm included in the headcount where I get my work instructions from. So here we are. We're in Waukesha, Wisconsin, recording our program. And this is our call, our corporate offices for me. 00:07:57:04 - 00:08:28:20 Unknown So let's say that I live in Iowa and I work remotely, but I report to my manager, who is here in the Waukesha, Wisconsin, location for the 50 employees within a 75 mile radius. I'm actually counted in the Waukesha, Wisconsin, head count for FMLA eligibility. Now, some employers don't have that. They might have facilities for example, in one state that are not within 75 miles of each other. 00:08:28:22 - 00:08:53:11 Unknown And we don't have 50 employees within that 75 mile radius. However, they still have 50 total employees. So they're covered employers under the law for now. What do you do? I'm a covered employer, but I literally I don't have any eligible employees because we don't work at a facility that has 50 employees within a 35 mile radius. What do we do? 00:08:53:13 - 00:09:14:08 Unknown Well, if I was your head of HR What i would recommend is that we treat all of our locations as though we have 50 employees within a 75 mile radius. This could also become a little bit of an employer relations issue. Let's say that one of those facilities has 125 employees, and the other ones are outside of the 75 mile radius. 00:09:14:09 - 00:09:42:14 Unknown Let's just say they have, you know, 40 employees each. Well, during employment meetings, I've had this happen before. Our plant that has 125 people that's going to be eligible employees, got 50 employees within a 75 mile radius, the location being C, we're not going to call you covered employers, eligible employees. Excuse me, because you don't work at a facility that has 50 employees within a 75 mile radius. 00:09:42:16 - 00:10:05:19 Unknown So too bad, so sad you lose. Well, for an employer relations standpoint, we need to go have your employee meetings. The employees are company B and C are going to immediately throw their hands up in the air to go. Why does everybody at location, age, how come they get FMLA and we don't get FMLA? Well, you got to understand, you don't work at a facility that's 50 employees with a 75 mile radius. 00:10:05:21 - 00:10:29:16 Unknown That's an employee relations disaster. So that's why I suggest mandatory. But I suggest you treat those locations as though they do have 50 employees within a 75 mile radius. Absolutely. And I love that you're giving those scenarios because that that helps helps a little more to, I don't know, understand. I'm sure a lot of people have these certain situations, laws to absorb. 00:10:29:18 - 00:10:54:19 Unknown So are there any common misconceptions? And with FMLA eligibility that you often encounter kind of sees or working with members in, how can these kind of be clarified? Then the biggest misconceptions for the employee eligibility portion it covers around those the areas of tribute to a seven year break in service. So the example I gave that I'm a college student working in marketing Pimp. 00:10:54:24 - 00:11:14:16 Unknown I work for you through 2020 Rehire Me. A lot of employers are not aware I have 12 months service effective on day one. And the other big misconception about eligibility, All of our members of MRA, they will work on what's called a temp to perm basis, or they'll have employees from a temporary service work for like 90 days. 00:11:14:16 - 00:11:41:11 Unknown And if they work out, they'll put them on their payroll. Well, that's a situation called Joint Employment. So for those temporary employees that we put on our payroll, effective on day one, the hours that they worked and the months of service that they worked actually do count towards their eligibility of 12 months of service and 1250 hours worked through like a walking book of knowledge, you know, like that's what they're on. 00:11:41:11 - 00:12:00:05 Unknown Tell me. Yeah. I've even had some people tell me I know a little bit too much about FMLA, I think, but that's why you're the perfect guest here. You can answer your question. So I have an advantage. I've been in here at Emory 25 years. Yes. As an instructor. We're not attorneys here, but I love the law. I read a lot of court. 00:12:00:06 - 00:12:19:11 Unknown I mean, I've read thousands and thousands of court cases. Keep up with employment blogs, Talk about FMLA. Jeff Nowak is one of the top people in the United States at his blog FMLA Insights. And yeah, I just I actually find it very fascinating. Well, that's right. And you probably get a lot of calls, too, on FMLA, where you are. 00:12:19:11 - 00:12:42:12 Unknown You want to kind of give those scenarios. And here's what I would do in that situation kind of thing. Correct. So next question here. In what situations might employees find themselves ineligible then for federal FMLA leave? And do you have any alternatives or options that may be available to them that you can suggest? So go back to the eligibility requirements. 00:12:42:12 - 00:13:00:04 Unknown I worked for you for 12 months and I have at least 1250 hours worked in the 12 months prior. And we already kind of explained that 50 employees within the 35 mile radius once we don't need to hit that one. That would be a point of ineligibility that I don't can, you know, work there. So let's focus on those first two. 00:13:00:06 - 00:13:26:24 Unknown So for the hours of work, let's say that I get what's the score? January 2nd, 2024, since it's right around the corner here. Let's say that it's my first day of work. Let's see. Then in March 2024, I'm diagnosed with cancer. They catch it early. It's not very advanced, but I do need to miss work or radiation treatments and then, if necessary, to recover from those radiation treatments. 00:13:27:01 - 00:13:50:22 Unknown Well, I still have to send me as the new employee who's only been there for three months now, I still need to get an eligibility notice from the employer. There's three mandatory notices that need to go out, so I need to get that eligibility notice. It states you're not eligible for FMLA, federal FMLA. Why You haven't been here 12 months as of the date of your need for lead. 00:13:50:22 - 00:14:15:19 Unknown This is on the eligibility notice. You've worked X months towards 12 months of eligibility, so the employer would write three months in their hours of work. If I am working part time, I could be working for you for over a year. But again, if I don't have that 1250 actual work hours, that could be our second issue, where I will not be eligible as the employee. 00:14:15:21 - 00:14:39:14 Unknown Now in our training, I always told employers, if you can't give FMLA, if it doesn't qualify, it's an issue that's not covered by FMLA. We need to be much more flexible as employers today with time off and adjusting schedules and what other policies to you have as an employer so that employee can have time off. Maybe you have a policy. 00:14:39:15 - 00:15:06:01 Unknown It's called a force substitution policy. You must use any accrued, unused PTO, whatever you're going to be missing work. Maybe that's what'll be implemented. Maybe there's a personal leave of absence that can be used now if it's for the employee's own medical issues. For example, the cancer that I gave you that's actually now going to fall under the Americans with Disabilities Act. 00:15:06:03 - 00:15:42:13 Unknown Now we have an employee who's suffering with cancer, which is considered a disability, and they're not eligible for FMLA. So we would actually need to provide unpaid leave as an accommodation under the American Disabilities Act. So I'm going to get a eligibility notice. You're not eligible for FMLA, but then I'm also going to receive a cover letter I should from the employer saying, okay, although you're not eligible for FMLA, you are covered under the American Disabilities Act and we will be providing you with unpaid leave as an accommodation under that law. 00:15:42:18 - 00:16:09:24 Unknown So it's very, very important that the employer state specifically what laws are applying during what time of their lives. Interesting. Yeah, well, that's great to know. And I know you've covered this a little bit in her past. Questions, uncertainty, examples of medical leaves. But do you have any other examples that are covered instances or events under FMLA? And are there specific nuance says for each type of leave. 00:16:10:01 - 00:16:13:21 Unknown So how much time do we have? 00:16:13:23 - 00:16:37:00 Unknown This is worth over a long problem. This is where we're getting into the nuts and bolts of the mechanics of FMLA that can get very, very complicated. We were very, very fast. So let's try to summarize this for our listeners and our viewers. So I like to refer to these as buckets of leave. So there's nine completely different buckets of leave. 00:16:37:02 - 00:16:59:23 Unknown All of them can have completely different operating orders. For example, when does that one come into impact? You know, when are we when do we apply to excuse me, I said that when do we apply that particular need for leave? How do we certify it? How long will that individual be off of work? And here's again, another big misunderstanding on employers. 00:17:00:00 - 00:17:22:15 Unknown And I hear this now. I've been doing this for 25 years. The law has been in place for over 30 years now. I will still have no, I'm not surprised. Managers and supervisors in our supervisor in the law, of course, are FMLA overview class and even HR People in our FMLA simple administration class for FMLA. So how long do you need to be off of work in order for FMLA to apply? 00:17:22:15 - 00:17:49:24 Unknown Her hands go up and they go, I know, I know, I know. You have to be out of work. Three consecutive workdays, and then when you're out for three consecutive workdays, that's when FMLA applies. The answer is, No, it doesn't. But I was like, No, nice try. No, no, it doesn't. In fact, all of the buckets of leave except for one can actually be taken in our concurrence. 00:17:50:01 - 00:18:17:11 Unknown wow. So let's talk about the one that you do need to have multiple days of absence, because this is a common one that happens in this particular book. It's called Continuing treatment. And part of this bucket of leave, i.e., the employee need to be out for four consecutive calendar days or I'm off of work taking care of the same family member for four consecutive calendar days. 00:18:17:13 - 00:18:36:21 Unknown Now, it's tricky about this bucket is that this is the only one where the employee can actually just call in and say, I'm sick and it could be FMLA. You know, the reason why we said could be FMLA once it meets these requirements for these particular buckets, well, then the employer response. Remember I said earlier, the employee doesn't ask. 00:18:36:21 - 00:19:02:15 Unknown The employer responds with all the mandatory notices, but all these absences need to be documented with a certification form. None of this is done verbally. It's all documented. So how we use that medical certification form. So, Sophia, it's Rob. It's Monday. Soviets. Rob, I'm sick. I'm not going to be in today. That's not FMLA Tuesday. Sophia, it's Rob. 00:19:02:15 - 00:19:27:07 Unknown I'm still sick. I won't be in today no matter familiar. Now, Wednesday. Sophie Last night, my wife took me to urgent care. I don't have COVID, but I've got some sort of a respiratory thing that's going around. I actually feel worse not going to be in today. We're not there yet. Again, the way the law defines this particular bucket, it says more than three consecutive calendar days of incapacity. 00:19:27:09 - 00:19:55:15 Unknown So literally what that means is I need to call in four days in a row. So now, Thursday. Hey, Sophie, it's Rob. I'm still not feeling good. I'm not going to be in today. Now use my manager. I notify our leave administrator. Could be HR Could be somebody else. Payroll, maybe. And that starts the familiar paperwork process. Okay, so once the employer's notified of my need for leave, which in this case would be Thursday. 00:19:55:17 - 00:20:20:06 Unknown Now, the employer has five business days from that date to give me the eligibility notice. Then rights, responsibilities notice a medical certification form goes along as well, and that needs to be returned within 15 calendar days. And then after that time period ends, there's a third mandatory notice called the designation notice. So this is really it's a paperwork here. 00:20:20:06 - 00:20:44:01 Unknown It really, really is. So we the employer, we act on that fourth day of absence Now for this particular bucket, in order to be covered by FMLA, the employee would have to go see a health care provider medical certification form and need to be returned within 15 calendar days. And on their certification form, it's documented. They were out for four consecutive calendar days or more. 00:20:44:03 - 00:21:07:21 Unknown They saw a doctor in person tell the visits are included in that and they got a prescription medication that's like 90% of the certain forms I've seen in the past. The other could be they saw a health care provider two times in person. When that's documented, that then would be qualified and can be marked as FMLA for that particular employee. 00:21:07:23 - 00:21:29:11 Unknown So the key there for consecutive days of absence calendar days. If I work Friday, I'm off Saturday and Sunday. Friday. So if it's Rob, I'm sick. I won't be in today. I don't work Saturday and Sunday. Monday. So if it's where I am sick, I won't be in today. Believe it or not, under the law, that's considered more than three consecutive days. 00:21:29:11 - 00:21:51:24 Unknown I mean, capacity that actually starts the FMLA paperwork process. Now, the way that the employee says I don't want FMLA. Yeah. Is they never return their medical certification form. Their employer still needs to go through all the paperwork, all those monitoring notices. But eventually you're going to get a designation notice at the end that says absences for these four days, not FMLA. 00:21:52:01 - 00:22:14:19 Unknown Why you didn't return a medical certification form. So that's that's just one bucket, the only one where you can call in sick. And these are short term illnesses and injuries. Now, there isn't a list that I can give you that does not exist, but this could be the area like colds, ear infections, pinkeye. COVID falls into this bronchitis. 00:22:14:21 - 00:22:40:08 Unknown You strange your back moving grandmas are more. Over the weekend you went skiing and you broke both of your arms and you can't work. And it's going to be about 6 to 8 weeks for your bones to heal. So these are short term illnesses and injuries. And a remember for either the employee or covered family member, which would include a spouse, children or parents and then stepparents as well. 00:22:40:10 - 00:23:08:08 Unknown So that's that's one particular bucket. Things like pregnancy covered by FMLA, even absences for prenatal visits or morning sickness, those are covered by FMLA. Anything to do with adoption or foster care placements, those are all covered by FMLA, any pre placement issues that need to happen, court medical evaluations, traveling to different countries, post adoption, post foster care placement, being with them. 00:23:08:10 - 00:23:32:03 Unknown That's covered by FMLA to stay. So let's talk now about the number one headache. And I don't mean to be a pun with that, the number one headache under FMLA is a bucket called chronic conditions. So short term illnesses and injuries, that's the continuing treatment. It's got to have at least three consecutive days. I mean, capacity, chronic conditions. 00:23:32:03 - 00:24:01:20 Unknown However, these are long term or permanent medical conditions. Okay. The employee or the covered family member are probably on some sort of a medication. And with our certification forms, it's very typical for these chronic conditions to be certified for up to a year. And what we need to look for on the certification form, it's actually the last question on the certification form, and it's the area called frequency and duration. 00:24:01:22 - 00:24:24:04 Unknown So the number one medical issue that we get in our hotline is migraine headaches. So as migraines, we send them to their health care provider, they bring back the medical certification form. We're going to go look back at that frequency and duration frequency. How many times a month is this issue going to happen? Duration? How long will any event last? 00:24:24:06 - 00:24:48:05 Unknown Well, the search form states 1 to 2 episodes per month, 1 to 2 days per episode. That means that that employee could be up to four days of FMLA per month, though. Here's why This is the most complicated bucket to deal with. And actually for managers and supervisors, the most frustrating bucket to deal with. When's that employee going to have the next migraine? 00:24:48:07 - 00:25:17:03 Unknown When is their child going to have their next seizure? You don't we don't know. And there's never a good day to be off of work. Yeah. Now, sadly, this is also the bucket where occasionally we may have an employee that will be a little bit abusive with us. For example, Fridays and Mondays is a pattern of absences days before and after paid holidays, even vacation time to make some sort of an extended period of time offering. 00:25:17:06 - 00:25:40:08 Unknown Now that does happen, but thankfully it's not a very large portion of our employees that are using FMLA, But it's going to be the most frustrating one that we have now. Please keep in mind that all these different areas that we're talking about do not require multiple days of absence. These can all be hourly, right? So I think right now it's about 10:30 a.m.. 00:25:40:10 - 00:25:59:08 Unknown I can give you a call or I can come over to you by your office and say, Hey, Sophie, I feel my IBS about to act up your irritable bowel syndrome. I need to get out here and get home. You know, I go home and if I work until 3:00, you can charge me 6 hours of FMLA. So I can charge half a million hourly increments. 00:25:59:10 - 00:26:25:21 Unknown So it's not missing holidays, chronic back parking. It could be parts of days, leaving work early, coming to work late because of that chronic condition. And again, this is why that particular area of leave, that's the most frustrating for employers. These are long term. So I've been in Emory 25 years and let's say that I have the migraines up to four days a month of FMLA. 00:26:25:23 - 00:26:48:22 Unknown Well, if I'm working 12 weeks of leave at my work schedule, that's five days per week, 12 weeks, that's 60 individual days. I work 8 hours a day. That's 480 hours of FMLA. Or if my health care provider certifies me as for four migraines a month for, you know, total days of migraines, well, four times 12 is 48 days. 00:26:48:24 - 00:27:11:12 Unknown I didn't really use up all of my FMLA that I'm eligible for. I still have 12 days left. Once I'm eligible for FMLA for the next 24 years, I could be missing 48 days for migraines, unscheduled partial days coming in late. And there's very little that you can do as an employer. That's why that's one of the most frustrating. 00:27:11:14 - 00:27:37:18 Unknown Now i always told managers and supervisors and HR People when we talk about this frustrating bucket that we take a little bit of pause here. Everyone struggles with this. They all know exactly what i'm talking about and we get upset with these employees and somehow we try to do something to make that person's life miserable. I'm leaving now of irritable bowel syndrome. 00:27:37:20 - 00:28:11:17 Unknown You look at me and you raise your eyebrows and half by suppose under the law, there's two legal things that can happen interference of my ability to take leave and retaliation for taking that leave. So a story that I had an actual event, a manager for a manufactured usual. It's the last week of the month. We do a lot to get everything out, got to get our orders shipped and we're try to get as much as possible. 00:28:11:17 - 00:28:41:22 Unknown So end of the month for a manufacturer, that's a big deal. So on the beginning Monday of the last week of the month, individual again suffered with migraines and this person typically was off at the end of the month because their migraines were stress induced. So on Monday, the manager has pre shift meetings always. So on this Monday morning meeting Cavs all the employees together and talks about the week and the jobs that they're working on right now. 00:28:41:22 - 00:29:01:09 Unknown Then at the very end of the meeting he goes now as you know this is the last week of the month we got a couple new customers. We got to make sure that we get this out the door to make these people happy. And then he looked directly at the individual with migraines right into their eyes and said, and I'm counting on everyone to be here this week. 00:29:01:11 - 00:29:26:19 Unknown Now, I do say kudos to the employee. Actually, congratulations. Employee they went right to their HR Department and they said the right thing. My manager just threatened me that i better not have a migraine this week. So i got that call on the hard line. And the member's question was, did her supervisor create any problems? Yeah. And the answer is, you bet they did. 00:29:26:19 - 00:29:51:03 Unknown They are now interfering with that person's right to take leave. I think I forgot to mention this before when I was kind of going on with another explanation that's really tell about people. The chronic bucket. You might be frustrated with your employees understand you might be here one day right now. Although my time here at MRA, I've actually had three major surgeries, two shoulder surgeries and a major back surgery. 00:29:51:05 - 00:30:15:16 Unknown So I was actually off of work and using FMLA, and none of that was held against me. The revenue lost my coworkers that need to substitute for my training aren't seats. They couldn't get booked because I was not available so that the lost revenue. None of that can be held against that employee. So again, that's that time off unpaid with no penalty to the employee. 00:30:15:16 - 00:30:37:04 Unknown That's why it's a very simple statement. But there's a lot to that implication of the workplace. So we saw the continuing treatment, the chronic conditions at school. We see a lot of her mileage when you use now the other buckets. So we have the employee who literally needs to see something medical. For example, a parent has stroke and end up in the hospital. 00:30:37:06 - 00:31:04:13 Unknown So inpatient hospitalizations, anything to do with nursing homes or hospice care, including home hospice care covered by FMLA? My mom has structures in the hospital that is way, way beyond I'm sick or opiate work today. It's very, very specific issues like dealing with end stage of life covered by FMLA. If the employee needs time off, not the bereavement part, but if I need time off to be with that family member. 00:31:04:15 - 00:31:31:13 Unknown Severe arthritis and getting treatment, for example, physical therapy. How can you dialysis reconstructive surgery after an accident or a cancer? So the reasons for leave are very, very specific medical reasons. Yeah. Now under the law, there's actually two additional military related leaves. One's got a really unusual name called military exigency leave, and the other one's called Care for Recovered Servicemember. 00:31:31:15 - 00:31:54:08 Unknown Now those are for family members of the employee of a covered employer that can take time off when that family member is either deployed on active duty or is injured or become sick because of their active duty deployment. Now, on our hotline in my training programs for the last several years, I have not had any examples of those. 00:31:54:10 - 00:32:11:02 Unknown So if you have an employee that comes in and says, Hey, my son's being deployed in the military, can I get some time off? Well then that said military exigency. You deal with that at that point. But that that's the summary for those two conditions. Basically that is the area of the coverage and a quick summary for our familiar leave. 00:32:11:04 - 00:32:35:14 Unknown All that was a lot. So I hope you all were writing the writing notes. TSA at the beginning, get your notepad out. I take a lot of notes like now would be a perfect time for a pop quiz or something. Right now, let's take a break and look at all your notes so far. But moving on here, what advice do you have for employers navigating intermittent FMLA leave requests and balancing business needs with employee rights? 00:32:35:16 - 00:32:52:23 Unknown So here again with our examples with that chronic condition is probably we're going to see that most often with the intermittent leaves, it can happen with the other areas of leave as well. Let's focus on those products. Yeah, once I'm certified by my health care provider, there's actually very little that an employer can do to manage those situations. 00:32:53:00 - 00:33:16:24 Unknown However, if we do have patterns of potential abuse, there are a few things that we can do as an employer to deal with those abuse issues, and it's a little bit too much for our little overview that we're doing today. But there's a couple things that we can do as employers other than just catching the person an outright fraud, fraudulent use of leave. 00:33:17:01 - 00:33:40:10 Unknown Yeah, it's a bunch of hurdles that we need to come to deal with that specific issues. Yeah, absolutely. Well, kind of wrapping up here, Rob, we've talked a lot a lot today about FMLA and just kind of the overarching picture. But can you end with any insights and best practices for employers to ensure smooth and fair practice regarding FMLA eligibility in covered events? 00:33:40:12 - 00:34:04:19 Unknown So, number one are HR People who are administering FMLA, you need to be trained on how to administer properly. Now that's what we here at emory. We have our FMLA made simple class where we deal with that issue for our managers and supervisors training as well. Not how to administer FMLA but understanding what do i need to listen for those buckets of leave that starts the FMLA process? 00:34:04:21 - 00:34:26:07 Unknown And then also, what does it mean that I have no penalty under the leave and also of the basic rights are under the law. So training and awareness are two big compliance tools that we need to use. Yes, absolutely. It also lets mention about training employees. I've had this brought up many, many times during my training programs on FMLA. 00:34:26:09 - 00:34:53:00 Unknown Well, Rob, this is a really complicated law, so can you come to our organization and just do like a one hour overview for our employees? Well, first of all, the law doesn't state any mandatory training for our employees. In fact, it assumes that any mandatory training for HR People are mandatory. The supervisors but unfortunately, it's not required. You're putting the posters up, responding to the requests when they come in properly. 00:34:53:00 - 00:35:15:08 Unknown That's the way that we deal with FMLA. We have to be very careful about training our employees because if we just did an explanation of what we just covered, literally, you're going to open a Pandora's box. Hey, do you know how to be off on FMLA? Here's how you do it. No, I'm not saying that with a cold shoulder or unsympathetic, but we don't want to encourage the issues. 00:35:15:10 - 00:35:35:19 Unknown We've had a lot of situations in the past where the entire shipping department all of a sudden, though, has chronic depression. because that word spreads, right? So we don't need to encourage that. But again, the majority of our cases that we deal with under FMLA, people legitimately do have medical issues of themselves or a covered family member, and they really do need that time on. 00:35:35:19 - 00:36:04:00 Unknown Yeah, that makes sense. I'm sure you've seen a lot and heard a lot of story. Well, Rob, I want to thank you for being on the podcast today and thank you for sharing your expertise on FMLA specifically, like I mentioned, this is a highly requested topic, so I appreciate you coming on the podcast today to cover that. And to our listeners, if you liked our chat and topic today, I would urge you to come and something new that you learned today or anything that you'd like to add on to this conversation. 00:36:04:00 - 00:36:27:15 Unknown We'd love to hear, hear from you. Don't forget to share out this episode. Consider joining MRA If you aren't a member already. We have all the resources you need in the show Notes below, including resources on our topic for today and training links. So check those out. And we've also included Rob's bio and LinkedIn profile. So if you'd like to connect with him, we've got the resources for you to do that. 00:36:27:17 - 00:36:50:12 Unknown Otherwise, thank you so much for tuning in and thanks again, Rob. Thanks for having me. Here's a lot of fun and we'll see you next week for this episode. Be sure to reference the show notes where you can sign them to connect. For more podcast updates, check out other Emery episodes on your favorite podcast platform. And as always, make sure to follow MRA 30 minute Thrive so you don't miss out. 00:36:50:13 - 00:36:55:05 Unknown Thanks for tuning in and we'll see you next Wednesday to carry on the conversation.  

Lucinda interviews Katy Walton from Make Real Progress, with a focus upon learning and development, particularly for HR professionals who may not have a background in L&D. Katy shares her expertise in helping HR professionals feel more comfortable and confident in handling training and development responsibilities. They discuss the challenges HR professionals face in understanding the possibilities of L&D, diagnosing training needs, and creating effective learning experiences. Katy provides practical tips and insights on designing training courses, maintaining energy, and incorporating different learning methods KEY TAKEAWAYS Many HR professionals may feel lost or unsure about L&D because they have only experienced it as traditional training workshops. There is a need to educate HR professionals about the broader possibilities and potential of L&D. L&D should be seen as a strategic enabler that can raise performance, engagement levels, and retention within an organisation. It is not just about delivering training workshops but about understanding the specific needs and context of individuals and designing tailored learning experiences. Traditional training courses are not always the most effective or efficient way to facilitate learning. There are various alternative methods and approaches, such as virtual reality, action learning sets, digitised learning journeys, learning experience platforms, and artificial intelligence, that can be utilised to enhance learning experiences. When designing a training course, HR professionals should focus on the desired outcome, understand the participants' background and experience level, prioritise content, and consider different ways to engage learners, maintain energy, and provide ongoing support and reinforcement after the training BEST MOMENTS "There's a lot of educating to do about what the art of the possible is with learning and development." "It's not a one size fits all. And I think sometimes we're doing ourselves, the participants and the businesses disservice if we just think, right, here's a one size fits all thing that everybody goes through in exactly the same way” "It's much harder to help people to explore and come to that realisation on their own through an activity or learning and then to draw that out and reinforce it and make sure that everybody gets that same learning, but they've got it more powerfully than you just telling” "It's about engaging people before the workshop even starts. But it doesn't finish when it ends. We also need to be thinking about what next, how to follow up with people, how to support them, how VALUABLE RESOURCES The HR Uprising Podcast | Apple | Spotify | Stitcher   The HR Uprising LinkedIn Group How to Prioritise Self-Care (The HR Uprising) How To Be A Change Superhero - by Lucinda Carney HR Uprising Mastermind - https://hruprising.com/mastermind/   www.changesuperhero.com www.hruprising.com            Get your copy of How To Be A Change Superhero by emailing at info@actus.co.uk   Email address: katy@makerealprogress.co.ukWebsite: https://makerealprogress.co.uk/The Progress Place: https://www.facebook.com/groups/theprogressplace Linkedin: https://www.linkedin.com/in/katy-walton-make-real-progress/ CONTACT METHOD Join the LinkedIn community - https://www.linkedin.com/groups/13714397/ Email: Lucinda@advancechange.co.uk Linked In: https://www.linkedin.com/in/lucindacarney/ Twitter: @lucindacarney Instagram: @hruprising Facebook: @hruprising HR podcast, The HR Uprising, Diversity, Equality & Inclusion, Learning and Development, Culture & Change: https://hruprising.com/hr-podcasts/This show was brought to you by Progressive Media

On the inaugural episode of HR Heretics, author and former Chief Talent Officer of Netflix Patty McCord joins co-hosts Kelli Dragovich and Nolan Church for a candid interview to talk through how to innovate from the HR role, buck best practices, and how to build a high performing company. If you're looking for HR software that drives performance, check out Lattice www.lattice.com/hrheretics – Sponsors: Lattice | Continuum ✅ Discover HR software that drives performance with Lattice: www.lattice.com/hrheretics High performance and great culture should never be at odds; they're better together. With Lattice People Management Platform, companies efficiently run people programs that create enviable cultures where employees want to do their best work. Serving 1000s of customers of all sizes. Learn why companies from Slack to the LA Dodgers choose Lattice. www.lattice.com/hrheretics ✅ Hire Fractional Executives with Continuum: HR Heretics listeners get 15% off of their first month using this link: https://bit.ly/40hlRa9 Have you ever had a negative experience hiring executives? Continuum connects executives and senior operators to venture backed tech companies for fractional and full-time roles. You can post any executive-level role to Continuum's marketplace and search through our database of world-class, vetted leaders. There is no hidden cost, you only pay the person you hire. And you can cancel at any time. – KEEP UP WITH PATTY, KELLI, & NOLAN ON LINKEDIN Patty: https://www.linkedin.com/in/pattymccord/ Nolan: https://www.linkedin.com/in/nolan-church/ Kelli: https://www.linkedin.com/in/kellidragovich/ – LINKS: Netflix Culture Deck- https://www.slideshare.net/reed2001/culture-1798664  Powerful by Patty McCord- https://pattymccord.com/book/ – TIMESTAMPS: (00:00) Episode Preview (02:19) How we got Patty on this podcast (05:22)The true story behind Netflix's culture deck (09:15) High Performance cultures actually take 4-5 years to pull off (09:40) Why releasing the culture deck changed Netflix's hiring immediately (11:33) What to do when employees are averse to change (15:10) Delivering effective feedback (18:15) Sponsors: Lattice | Continuum  (19:50) Why execs need to get used to short tenures (22:10) If you're successful your company will change (24:30) Retention and the truth we need to tell employees about career pathing (26:19) How Reed Hastings hired Patty McCord (29:45) How HR officers can get a seat at the table (33:25) The P&L is the most important HR metric (35:10) Are HR leaders getting soft? (37:40) What Patty would tell her younger self (39:00) Why an HR officer is a business leader, not a business partner (40:00) What do HR people do? (41:30) Fixing equal pay and compensation strategy (43:28) Why HR keeps doing stupid stuff and needs to abandon best practices (48:10) What HR can learn from product managers (52:44) Compartmentalization and terminations (55:20) If Patty rewrote her book, she would change the chapter about relationships at work (56:40) Why HR people invite inappropriate therapist-style relationships (59:50) Why having arguments at work should be normalized (01:04:25) Does Patty miss being in the arena? (01:06:58)The portions of the workforce most impacted right now – HR Heretics is brought to you by Turpentine www.turpentine.co Exec Producer: Amelia Salyers Producer: Natalie Toren Production: Will Henderson-Nold, Seth Hahn, Michelle Poreh For inquiries about guests or sponsoring the podcast, email Natalie@turpentine.co Extra thanks to Patty McCord for hosting our team at her home.