Podcasts about most hr

Recruiting Future is a podcast designed to help Talent Acquisition teams drive measurable impact by developing strategic capability in Foresight, Influence, Talent, and Technology. This episode is about technology. Most HR tech projects end in disappointment because organizations focus all their energy on implementation rather than adoption. If successful transformation is dependent on what happens after the go-live date, how can employers build sustainable tech adoption that delivers lasting business value? My guest this week is Melissa Hojwall, Global HR Tech Leader at H&M. H&M has over 100,000 employees, the majority of whom are frontline workers, making internal tech adoption both challenging and high impact. In conversation, Melissa talks about the strategies around implementation, adoption, and continuous change management that help make TA and HR Tech projects successful. In the interview, we discuss: HR Digitisation at H&M How AI can solve TA & HR challenges Predictive analytics The skills needed to get the right balance between humans and AI Tech adoption and change agility Investing in what happens after the go-live date Using resistance as a superpower Finding and showcasing the benefits to the bottom line Disrupting how we interface with technology What does the future of HR Tech look like? Follow this podcast on Apple Podcasts. Follow this podcast on Spotify.

This is Derek Miller, Speaking on Business. Having a criminal record is a common and massive problem that keeps people out of needed jobs and hurts our workforce. In fact, one out of every four Utahns has a record. Rasa CEO & Founder Noella Sudbury shares more on how we can address this issue. NOELLA SUDBUY: Studies show that 9 out of 10 employers ask about criminal records, making it incredibly difficult for people with even minor records to obtain jobs, better pays, stable housing, or otherwise move forward with their lives. However, clearing a criminal record can make an almost immediate difference in someone's economic mobility. Just one year after the clearance average just go up by 20%. To help with this workforce issue, Rasa created a new web application that offers easy and affordable record expungement, we partner with employers to offer this as a benefit to their employees and provide services to people with records themselves. Most HR professionals who have hired people with criminal histories think their quality of work is as high as or higher than the work of employees who don't have a criminal record. Our advice is to get started now. In July Government fees will go up substantially so if you have a record you will want to apply before then. DEREK MILLER: Rasa is on a mission to make it easy and affordable to clear old and minor criminal records and create opportunities for businesses and employees. For more information, visit the Rasa Legal website. I'm Derek Miller with the Salt Lake Chamber, Speaking on Business. Originally aired: June 9, 2023

In this episode we discuss dating in the workplace. Employers can regulate workplace romance by implementing a formal relationship policy. Most HR professionals advise against prohibiting dating in the workplace. Strict, zero tolerance policies can cause frustration at best or encourage employees to leave at worst. In this episode of #RockandJessWorldPodcast, We talk about our thoughts on dating in the work place!!! Email us: RockandJess@RockandJessWorld.Com Leave a voicemail: (844) 762-1537 To order Merch visit https://www.rockandjessworld.com/shop Every week we share with you thoughts on relationships and marriage. Now it's your turn! Send us a voicemail on the anchor app linked below or record an audio message to our Voice Mail (844) 762-1537 --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/rockandjessworld/message Support this podcast: https://anchor.fm/rockandjessworld/support

Episode SummaryWelcome to Limitless B.I., a show that interviews real world, innovative business leaders who strive to see beyond the data to produce tangible results in their organizations using business intelligence. Today Rob Scott, Chief Operating Officer (COO) at Smart WFM, joins the show to explore the consumerization of business intelligence solutions and how Human Resource departments across the globe need to leverage these solutions, along with data, to drive value and be successful. Rob discusses the unique mix of business, psychology, technical, and HR experience he brings to his role at Smart WFM. Finally, Rob provides real-world examples of how users are becoming empowered by B.I. tools and speculates on what the future holds for business intelligence.Key Takeaways01:00 – Rob Scott joins the show to explain how his background in Psychology, Technology and Business Economics has played a key role in his current role at Smart WFM06:48 – Technology is not a slave08:26 – The consumerization of business systems12:50 – Simplicity vs. complexity16:09 – Why choice of technology is paramount18:47 – Examples of users being empowered by B.I. tools26:27 – Data integration in the HR worldTweetable Quotes“This is not just an HR issue. The combination of the human mind and technology spans across all forms of business. And in my current COO role, I see that all the time. It doesn't matter what part of the business you're in; how we engage with technology is becoming more and more important.” (06:31) (Rob)“The notion that digitization is all about empowering employees to do more with the technology, not have more technology, is a fundamental shift that's taking place.” (11:41) (Rob)“Design is quite important. And, I think it's a future skill for any part of the organization where you have capacity to create more personalized technology. Most HR systems and HR vendors have gone down the path of trying to think of every potential option that may be required with building a feature. The problem with that is that very often people look at all these bells and whistles and go, ‘Let me see if I can find a problem that this can solve.' And the problem may not exist.” (15:08) (Rob)“For me, this is why I think exposing HR people to easy tools where they can literally create stuff for themselves is something that I think is going to take on a life of its own. And once people understand that and understand how it can integrate with current technology platforms they use, they'll see the value of being able to do something really quickly and automatically build out that experience they're trying to build for their employees.” (18:16) (Rob)“The one thing that the HR world is coming to terms with is that they have to deal with data.” (26:27) (Rob)Resources MentionedLimitless BI Website – https://limitlessbi.com/Donald's LinkedIn – https://www.linkedin.com/in/donaldmaccormick/?originalSubdomain=ukRob's LinkedIn – https://www.linkedin.com/in/robscottinsyd/?originalSubdomain=auSquirrel365 Website – https://squirrel365.io/

Most HR departments expect bigger budgets this year, and plan to put of that money into workforce technology solutions.  

Most HR departments expect budgets to increase, and plan to put more money into tools and systems rather than benefits, recruitment or engagement.

Most HR departments are facing a cluster of crises rather than a single challenge right now. How do we keep our heads above water? How can we make the right decisions for our people and our organizations as a whole? This episode we caught up with Christy Pambianchi, EVP and CHRO of Verizon to talk about how her organization is responding to these headwinds and about her role in the creation of the People + Work Connect project.

A bonus episode, with information about Daniel Barnett's HR Policies 2020.www.policies2020.comNever again face the problem of employees saying they don't understand a policy, or managers not following them.Most HR policies are far too long. They've been assembled from a template designed to cover every situation, or have been added to again and again over the years until they're a mess.We've selected the key twenty policies that every business needs and re-imagined them, stripping them down to their bare bones to provide you with the protection and flexibility your business needs.These are the policies you can download from www.policies2020.com :-Starting Employment1. RecruitmentBeing Supportive2. Holiday3. Flexible Working4. Equal Opportunities5. Drugs & Alcohol6. Wellbeing7. Menopause8. Maternity & Family Friendly9. Homeworking Setting Standards10. Social Media11. Harassment & Bullying12. Performance Improvement13. Absence management14. Grievance Policy Being Regulated15. Whistleblowing16. Bribery17. Data Protection and GDPR18. Modern Slavery Ending Employment19. Disciplinary20. RedundancyPLUS you can download a junior and senior employee template employment contract, and get a copy of Daniel Barnett's newly published book 'Changing Terms and Conditions'www.policies2020.com

One of the ways to operationalize compliance and to drive it into the DNA of an organization is through a performance review. Indeed, the 2019 DOJ Guidance stated: Incentive System…Have there been specific examples of actions taken (e.g., promotions or awards denied) as a result of compliance and ethics considerations? Who determines the compensation, including bonuses, as well as discipline and promotion of compliance personnel? Most HR experts will opine that properly executed performance appraisals are crucial to organizational productivity as well as the development of employee skills and employee morale. Moreover, they can serve a couple of different functions for a best practices compliance program. First, and foremost, they communicate to each employee their job performance from a compliance perspective. However, one key is not to approach the performance appraisal review as an isolated event but rather a continual process. This means that instead of trying to play catch-up at the last minute, supervisors should provide feedback and assess job performance throughout the year so annual reviews are grounded in a year’s worth of experience. This includes the compliance component of each job. The second area performance appraisals impact is compensation. The DOJ expect that your compliance program will have both discipline and incentives. But those incentives need to be based upon something. The score or other performance appraisal metrics will provide to you a standard which you can measure and use to evaluate for other purposes such as employee promotion or advancement to senior management going forward. Three key takeaways: To incentivize compliance, you must be able to accurately appraise senior managers and employees around compliance. Clearly communicate your compliance expectations, then fairly evaluate employees on them. Consider conducting an ongoing review.  

Most HR professionals resent the fact that they either don't have a "seat at the table" or if they do, nobody gives them the respect they deserve.  Our guest on this episode knows there is a reason for this and has some remedies to fix it.  Jennifer Currence is the founder of The Currence Group, a consulting firm out of Tampa Florida.  She is the author of several books and a frequent speaker at the state and National SHRM chapters.  Jennifer gives us a list of key terms to become familiar with and even builds the case that you ought to go out on sales calls with the sales team!  Great, actionable strategies on this episode so be sure to take notes!

An all male HR department. Cause for celebration? Well why not? Most HR departments have a higher % of women than astronauts are men, yet weirdly that isn't celebrated. Of course 'equality' only flows one way. Yet another example of the left lacking any principles. An engineered all female space walk is sexist and is bad. We must fight bigotry and sexism - it is now infecting NASA to its core. End the bigotry of NASA today. If you work at NASA you must stand up against anti-male sexism now.

All the All-Star facts you need to know! The history of the All-Star game broken down. Most HR's, most games played and who was the youngest and oldest to participate? As promised, beyond McGwire and Sosa, there was ALOT more going on during the 1998 season. Plus, King Kelly was the first true superstar of the game. From taking advantage of there only being one umpire to being the subject of the first best selling recorded song, King was the man.  Debuts: Twink Twining - https://www.baseball-reference.com/players/t/twinitw01.shtml Satchel Paige - https://www.baseball-reference.com/players/p/paigesa01.shtml Dan Wilson Inside the Park Grand Slam - https://www.youtube.com/watch?v=HopOu36AxPU Yankees-Orioles Brawl for It All -  https://www.youtube.com/watch?v=ZKIHNsf8O_A Mariners-Roylas Turn Ahead the Clock - https://www.mlb.com/cut4/19th-anniversary-of-seattle-mariners-turn-ahead-the-clock-game/c-242436084 Slide Kelly Slide - https://www.youtube.com/watch?v=K6ykGDmrgJI&t=10s

In this Shane Hastie, Lead Editor for Culture & Methods, spoke to Fabiola Eyholze at the Agile People conference in Stockholm, Sweden, about the need to radically change HR thinking and practices in organisations to enable creativity and productivity. Why listen to this podcast: • The need to create great places of work where people enjoy going to work • It’s about having meaningful work; understanding why we do things and our contribution is to making a positive impact on other peoples’ lives • We want people to think outside the box and be creative at work and that means we need to create workplaces that support them to do so • We thrive when we bring diversity into teams – different personalities and approaches result in better outcomes • Most HR people do genuinely care about other people, about engagement and about creating healthy workspaces; yet HR is often so process-driven that they forget about the important people factors More on this: Quick scan our curated show notes on InfoQ https://bit.ly/2GYAp6f You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/24x3IVq Subscribe: www.youtube.com/infoq Like InfoQ on Facebook: bit.ly/2jmlyG8 Follow on Twitter: twitter.com/InfoQ Follow on LinkedIn: www.linkedin.com/company/infoq Check the landing page on InfoQ: https://bit.ly/2GYAp6f

Episode 6 – Dedication Episode Intro: We Dedicate this episode to my Grandfather, who passed Sunday July 8th. We miss him dearly and we dedicate this episode to him as we know he’s resting in piece and listening to our podcast up in Heaven. 1st: MLB - Homerun Derby. Harper won it. 9 HR is 55 seconds. Did he cheat? Rule is: wait until each batted ball lands before delivering the next pitch. 5 should’ve been taken away MLB All Star game. Bergman MVP. Most HR’s in ASG history. Brad Hand, 8th inning scoreless. Machado news, to the Dodgers? Update: Traded to Dodgers for 5 prospects. Dodgers risk a lot for a rental 2nd half predictions Hand and Cimber to Indians for Mejia – Top prospect. 6th overall Overall thoughts 2nd: NBA - Summer league. Trail Blazers win it. Lakers Hart wins MVP. Biggest names coming out 3rd: NFL – QB JT Daniels named top prospect, Comit to USC. Le’Veon Bell contract, did he deserve more? 4th: NHL: Top Rookie: Calder Trophy hopefuls. Broc Bouser, Canucks. Rasmus Dahlin, Sabers. Andrei Svechnikon, Carolina. Henrik Borgstrom, Florida Panthers. Andreas Johnsson, Toronto Maple Leafs. Filip Zadina, Detroit Red Wings. Final: Twitter: @3amigos_andaPod, Podomatic, iTunes, Podcast Addcit. YouTube video up for 2nd half predictions. Fantasy draft to come soon.

“Education is the biggest opportunity for crypto. Is Blockchain the catalyst that finally causes change?” - Trevor Koverko (click to tweet) Incentivization doesn’t exist in education. The Board of Education is not incentivized to create engaging systems, teachers aren’t incentivized to go above and beyond, and the students themselves aren’t motivated to push their academic progress. Cryptocurrency could change all of this by decentralizing the powers at hand. Suddenly all parties would operate inside an economic exchange that would promote our youth’s intellectual development. On today’s episode of The Bitcoin Crypto Mentor Mastermind show, we are joined by Trevor Koverko, the founder and CEO of Polymath. While Trevor has made a killing in the crypto space, his vision for blockchain technology is far beyond a get-rich-quick scheme. The technology behind Polymath removes the barrier of entry for people to create their own security token. He sees the future of crypto as one where flawed infrastructures like the education system can be solved. And don’t forget! You can also listen to The Bitcoin Crypto Mentor Mastermind Show on Spotify! Click “Follow” and let me know what you think! “To be successful in business/crypto requires being good at 2 things: fundraising and hiring. If you can fundraise, you can hire people to do the shit you’re bad at.” - Trevor Koverko (click to tweet) Points to Keep In Mind To be successful in business/crypto requires being good at 2 things: fundraising and hiring Learn how to fundraise off just a white paper by distilling complex ideas Most HR problems are rooted in keeping the wrong people around Any new adoption environment attracts wackjobs Most of the things that are fixable in our lives are people problems Education is the biggest opportunity for crypto This is because the education system is centralized Exchanges are difficult to run because you’re holding peoples funds (playing custodian) Polymath has reached the limit of Telegram with 50,000 members Try to surround yourself with the humble crypto players Crypto is the new way to gain capital for you to run your business Bitcoin Cash is the Visa to Bitcoin’s gold

In this episode of Brandstorm, we welcome Lou Adler to the show. Lou is here to talk about the opportunity of performance-based hiring. If your business struggles to find top talent, then this podcast is for you! Lou Adler Lou is the CEO and founder of The Adler Group, a consulting a training firm that helps companies implement the Performance-based Hiring℠ system for finding and hiring exceptional talent. Lou is also the author of two books, “Hire With Your Head” and “The Essential Guide for Hiring & Getting Hired”. He’s been featured on Fox News and his articles and posts can be found on Inc. Magazine, Business Insider, Bloomberg and The Wall Street Journal. Performance-based HiringPerformance-based hiring is the only validated methodology that integrates sourcing, screening, interviewing, and recruiting into a seamless approach based on how top people look for, compare, and accept one position over another.  StrategyIf you wish to hire top-tier talent, then it’s time to rethink your strategy. In order to hire a great person, you have to start by offering a great job. Most HR departments consider the application process to be a strategy of weeding out the bad. Instead, they should be changing the messaging to attract great people. High Touch, High Tech ProcessThis methodology will have you talking with fewer candidates, but spending more time with them, which will raise the talent bar as a resort. Start by defining a job by describing a series of five or six performance objectives. There are three criteria in finding great people through performance objectives: 1. Performance qualified 2. Achiever pattern 3. Career move Solution Selling vs. Transactional SellingStart by engaging in a career conversation; sell the discussion, not the job. Learn the person’s needs, and speak to those needs by offering a solution when it comes time to propose a job. Job BrandingJob branding is more important than company branding when it comes to hiring. Company branding alone is sufficient when there is a surplus of suitable applicants. When you are offered a select few suitable candidates, however, job branding plays a more significant role. Give people a sense of purpose through the work needed, rather than relying solely on the company brand to attract them. Contact Lou:Website: https://performancebasedhiring.com/ Email: lou@adlerconcepts.com  

The best tactic to sell HIPAA is to start with a comprehensive compliance review.  Identify the holes and break  up the data into bite size pieces.  Most HR people are overwhelmed by the amount of government regulation so they welcome the help provided by an advisor who understands ACA, ERISA, 125 and HIPAA to name […]

One of the ways to operationalize compliance and to drive it into the DNA of an organization is through a performance review. Indeed, the 2012 FCPA Guidance states, “DOJ and SEC recognize that positive incentives can also drive compliant behavior. These incentives can take many forms such as personnel evaluations and promotions, rewards for improving and developing a company’s compliance pro­gram, and rewards for ethics and compliance leadership. Some organizations, for example, have made adherence to compliance a significant metric for management’s bonuses so that compliance becomes an integral part of management’s everyday concern.” Most HR experts will opine that properly executed performance appraisals are crucial to organizational productivity as well as the development of employee skills and employee morale. Moreover, they can serve a couple of different functions for a best practices compliance program. First, and foremost, they communicate to each employee their job performance from a compliance perspective. However, one key is not to approach the performance appraisal review as an isolated event but rather a continual process. This means that instead of trying to play catch-up at the last minute, supervisors should provide feedback and assess job performance throughout the year so annual reviews are grounded in a year's worth of experience. This includes the compliance component of each job. The second area performance appraisals impact is compensation. As noted above, the DOJ and SEC expect that your compliance program will have both discipline and incentives. But those incentives need to be based upon something. The score or other performance appraisal metrics will provide to you a standard which you can measure and use to evaluate for other purposes such as employee promotion or advancement to senior management going forward. In an article in the Houston Business Journal entitled “6 Ways To Make Performance Reviews More Productive”; provided six points you should consider which I have adapted for the compliance component of an annual employee performance appraisal. Prioritize reviews in your schedule - You should schedule the employee performance appraisal at least several days in advance, rather than when a time slot suddenly opens up. You would make sure that you allot sufficient time for unhurried give and take between the reviewer and the employee. Review the entire year's performance - You should resist the attempt to focus the discussion on the latest compliance experience. This is called recency bias. If a compliance issue arose in the past month or so, you need to keep it in perspective for the entire review period. Moreover, by focusing a review on a recent problem you may obscure prior accomplishments and make an employee feel demoralized. Take care not to go too much in the opposite direction as recency bias can work both ways, and one should not let a favorable recent compliance event overshadow the full review period. Do not hesitate to critique - Be generous with praise where it is warranted, but do not hesitate to discuss improvements needed in the compliance arena. Many supervisors are reluctant to confront and indeed desire to avoid confrontation. However remaining silent about an employee's compliance shortcomings is a disservice to both the company and the employee. Do not dominate the conversation - Remember that you must give the employee time for self-appraisal and to ask questions or to comment about the feedback received from the compliance perspective. If there are specific questions or concerns raised by the employee you need to be prepared to address them as appropriate. Understand the employee's role - You need to understand and appreciate that if the recent economy has resulted in many employees assuming the responsibilities of more than one position. If relevant to the employee, acknowledge that fact and take it into account in the review. This is certainly true from the compliance perspective as many non-Compliance Department employees have cross-functional responsibilities. If they claim not to have the time to handle their compliance responsibilities you will need to address this with the employee and perhaps structurally as well. Anticipate reprisal - Although it is rare, you can face the situation where an employee who is very dissatisfied with a review may refuse to sign it. The employee may be offered the opportunity to add a statement to the review. Also point out that the employee signature is an acknowledgement of receiving the review and does not signify agreement. If the employee still refuses to sign, have a second supervisor come in to witness the refusal. This may be particularly important from the compliance perspective. The article ends by noting, “A proper annual review requires considerable effort from employee supervisors. It should be a full-year process involving regular guidance and feedback and perhaps several mini-reviews along the way. But rather than viewing it as onerous, supervisors should keep in mind that it is a tool for making their departments work more efficiently and yields better results for everyone involved.” I would add this is doubled from the compliance perspective. The potential upside can be significant from your overall compliance program perspective. Three Key Takeaways To incentivize compliance, you must be able to accurately appraise senior managers and employees around compliance. Clearly communicate your compliance expectations, then fairly evaluate employees on them. Consider an ongoing review as well. This month’s series is sponsored by Advanced Compliance Solutions and its new service offering the “Compliance Alliance” which is a three-step program that will provide you and your team a background into compliance and the FCPA so you can consider how your product or service fits into the needs of a compliance officer. It includes a FCPA and compliance boot camp, sponsorship of a one-month podcast series, and in-person training. Each section builds on the other and provides your customer service and sales teams with the knowledge they need to have intelligent conversations with compliance officers and decision makers. When the program is complete, your teams will be armed with the knowledge they need to sell and service every new client. Interested parties should contact Tom Fox. Learn more about your ad choices. Visit megaphone.fm/adchoices

Some housekeeping items before we get into this episode. We will be going back to one episode a week starting at episode 61 to focus more time on website improvements and writing. I was fortunate to have a young food science student named Veronica Hislop reach out to me. Working together, we collaborated to make a sort of flavor article series. Check out Flavor Investigator Veronica Hislop dive into the very mysterious world of flavors, which if you are in industry, this might be beneficial for you. Sponsor This episode is sponsored by FoodGrads, an interactive platform for the Food & Beverage Industry, which focuses on closing the gap between students/recent graduates and employers. With a broader mission to attract and retain people to a meaningful career in food. From Food Scientists to Farmers, Chefs to Plant Managers, QA Technicians to Dieticians or R&D to Sales, no matter what your passion--there's something for everyone in Food—and they will help you find it. Join FoodGrads for support, mentorship and guidance to start your career. You’ll see an amazing new website in Spring 2017. Just go to foodgrads.com Transcript Today we are going to dive into the topic about switching jobs. We as young people are in a weird situation when the topic of changing jobs pops up. Especially when you have career job and you want to switch to another career job. This is mainly because well, the people who give advice to you about switching jobs lived in a world of pensions and loyalty. Is loyalty dead in the corporate world? I’d say yes, but that’s my opinion. I’ve helped a couple of friends walk though this transition and they talk about the questions like “people are going to see me as a job hopper” “ The best part is, I’ve done this exact same thing! I switched jobs and so have so many of our guests! Andrea Zeng, Tiffany Lau, Jocelyn Ngo, Kimber Lew to name a few. In fact, the people I mentioned had less than or around 2 years’ experience before they hopped to a different job. So in this episode, I am going to walk through my experience in switching jobs in a lot more detail than what I’ve done before. Hopefully, I’ll be able to relieve some stress if you’re deciding to jump ship. ------- My first job was at a granola bar factory. Then it made dog food, then it made fruit bars and then it didn’t. I don’t know what they do now. In hindsight, the job was really tough but it solidified my work ethic and skill set. The job paid very well and I learned a ton. With the amount of overtime I was working, I made a lot of money! But overtime comes at a cost. It usually means no social life, or you’re too tired to do anything. So why did I leave? A combination of things. For one, the job I applied to while working was my dream job. Something I wanted in college. Also, I really didn’t like waking up at 4:30 am and working 10 hour shifts. I think a big part (in hindsight) was my manager. Probably the tipping point was when I disobeyed my manager and left on a vacation I had planned. It was just a day, but things didn’t go very well. When I came back, I was taken into the office with the HR Manager and well, we had a talk. Basically, I was assigned to something called a Performance Improvement Program which is the scariest thing on earth. Basically, you have 30 days of constant monitoring to shape up or get let go. According to the internet, the chance of actually getting fired from this is high. Some even say it’s a death sentence and you’re just biding time. So I looked for new jobs. I won’t get into too much detail about this, but I was able to change my mindset about work and became more positive and listened to criticism. Overall, I completed the Pip program and got a bonus. Nice. However, this also showed a giant red flag: that loyalty is dead. During my exit interview, I deduced that the PIP was basically made to figure out what the heck I was doing at this job. No one really knew my role so I didn’t do much. Once the PIP was in place, they gave me more supervisor duties with none of the credit. And that was red flag number two. Every time I had a bad day, like managing an entire factory line by myself (even the maintenance program) or clean 100 gallons of hot syrup in a 90 degree room, I looked up jobs and just kept searching. People were also leaving (or wanted to leave) left and right. Work got increasingly frustrating because people had their heads up their butts. But now I’m just ranting. Red flag number 3 So I hustled a bit harder. I applied to more jobs even out of state and started to volunteer at a local artisan food shop to see if I can potentially start something (I actually sold spices there for a while) Eventually, I got a call from my current company. However, my first phone interview with my now-current manager went horribly wrong. So I pioneered the dog biscuit line with like, 2 people. Oh, and if someone went to the dog food line, they couldn’t go back to the granola bar line., that includes Maintenance. So when something goes wrong, maintenance was very hard to reach and convince to go there. And of course, something goes wrong. Let’s see, I came in at 4:30 am today and my phone interview was at 4pm. I thought I could make it right? Well, murphy’s law sliced through me and I had to stay for 14 hours fixing that line with minimal help. I had to reschedule the phone interview. Luckily,  my current manager had experience with factory work so he sympathized with me and that might have also been another reason why I got the job. More on that later. Either way, I wanted to cry that night. It was one of those days that you hated your job and wanted to run away forever. Luckily, I haven’t had one of those days in a long time. It took about 2 months to filter through the interview process with Isagenix due to a couple of schedule conflicts on both our ends. It felt like years. I was actually in a business trip learning how to make crackers when I got the job offer. My old company was investing heavily in me to lead a new line and sent me to trainings and factory work to become a master of crackers. So this is the dilemma: the company is investing so heavily in me that means I should stay? It’s a good rational, and a debate I had with my mentors. The two roads were both very promising when you look at it in a bird’s eye view. I am not sure what was the biggest reason I decided to accept Isagenix. I would be sacrificing a higher pay, and a specialized skill in return for a stable office job and not much traveling (so they say as I’m writing this on a plane in Montreal). Then I remembered the red flags and how I got that Performance Improvement Plan… as I said before kids, loyalty is dead. After accepting the job offer, I had to wait 2 weeks back in Phoenix to get all of the paperwork scanned so I was am legitimate person. Being at my old company was brutally slow and I’ve noticed some hostility on the R+D end and the production end building up. Well, just gave me more reason to leave. After a hostile email from the head of R+D, the HR lady wanted to talk to me on how that was inappropriate of her and then I said I was leaving. There was no counter offer, but my quality manager friend told me she was pretty upset. In fact, there were about 5 people who left in a two month span so the Phoenix plant has started to show its scars. During the exit interview (where you need to be brutally honest on why the company sucks… which I didn’t do) I really just said that I wanted to develop products and she realized that too. However, we did have a long discussion on my manager (who apparently got fired). My quality manager best friend congratulated me and so did some other people. The manager I worked under said maybe two words to me, and that was mainly business related. Most of the people who didn’t like me were like this. And so after that, I bought like, 50 boxes of delicious factory cookies and went to San Luis Obispo for some weird reason. I started my new job next week and in hindsight, I should have waited longer and enjoyed a nice vacation but I was actually excited to start my job! I worked in Leclerc for about 1 and a half years and now it’s about 1 and a half years in isagenix. I can tell you this: I have never had a bad day at work working here. If I ever did have a bad day, I think of the worst day at the factory and shrug and smile. The hours are nice, the coworkers are very friendly and the opportunity to advance is a lot easier than in my old job. I get to create great products and have freedom own hat to develop. I get to travel to conferences, factories, and trainings all over North America to learn how to be a better food scientist. I absolutely love it. This was the best decision I’ve ever made. Overall, the biggest source of advice I’ve gotten was from a combination of mentors and my dad. It’s your life, you need to realize that your whole life is NOT about the company. It’s about you. If you get a job offer to a new company, it’s hard to embrace the change but of everyone I’ve talked to about changing jobs, it’s been worth it. For me, changing jobs allowed me to have a much better work life balance. I also travel to really cool places and eat really good food while I’m there. The dense amount of experience I got form manufacturing gave me a useful perspective and I was able to use the skills from my previous job to become an awesome product developer. Will Isagenix drop me? Possibly. There have been instances where I’ve messed up but the great thing about companies like Isagenix is that they have buffer money. But company loyalty still doesn’t mean anything to me. I am very grateful Isagenix has given me the opportunity to grow as a food scientist which is why I am loyal to them but I have to prepare myself. Why do you think I have this podcast? So after this long story, I hope I can answer some questions in regards to people worrying about jumping ship on your current job. This is exactly the same ordeal I went through so in hope this helps. Leaving with less than 2 years of experience will ruin my resume Most HR ladies will say to stay at a company for at least 2 years. I think it’s ideal, but sometimes opportunity needs to be grabbed right away. Tiffany Lau had the same situation when she worked for Safeway Production. It was brutal! So brutal that she quit and it was the best thing in her life. Another thing I really want to emphasize is the importance of a tough job. Manufacturing for instance sucks. The hours are long, the people are not the brightest and you barely get free food. In exchange, you make a lot of money and become extremely valuable in the industry if you stick with it. You should congratulate yourself for sticking with manufacturing for at least 1 year and from what I’ve been seeing, 1 year might be all you need to jump from manufacturing to Research and Development because the skillset in manufacturing is just so valuable in R and D. So 2 years is nice, but you will know when enough is enough. If that is 1 year or 1 month, then just leave. But be smart about it, and don’t do it often. I work with a popular person in the industry and he will defame me We say the food industry is big, but it’s also small. People know people, yes. But that doesn’t really mean anything. There are many factors for you not to worry about this. There’s the good way, or the bad way. Overall, it’s really dumb, especially early in your career, to burn bridges. What I’m saying is that try to leave your company with modesty, take your 2 weeks notice and leave a great impression on everyone. Though leaving my current job after investing maybe $5000 dollars into making me a cracker expert might have been a big F you, I made more friends than enemies in Leclerc. I think. But when you move companies, you have to look at bigger things. If I moved from being a product developer at a whey protein company to McDonalds corporate, will people really notice who I am? You are young, at this stage, you should not niche down. Niching down, or focusing on one very specific product (like protein bars) is for consultants and professors. Even if you know someone from that niche, it’s so easy to just hop on to something similar and increase your skill set. You can also evaluate your brunt bridge on how him as a connection will ruin you or not. For example, my manger worked in a spring factory. Ok right off the bat, there is a less than 1% chance I will meet him at a corporate health and wellness company. However this has hurt me in the past as well. After I joined, I asked my old company if they wanted to make our bars. I got some cold answers… Overall, one person will not ruin your career unless they’re like Alton Brown or something. What I can say is that the best piece of advice I have is to just simply… be better than them. The company has does so much for me If you’re asking this question, then you just have to weigh the pros and cons. In most situations, you might actually have the possibility to get a huge step in salary when switching jobs. There is a huge debate about company loyalty. This is going to sound harsh, but how many years will you put in before it all crumbles down when they fire you, or lay you off, or new management doesn’t like you? Hopefully not long. Loyalty is important. If your company is sending you to places, or is training you to do something amazing, they are investing a lot in you and does hurt them when you leave. However, the same perspective can work too. If you make the company a million dollars, they can probably drop you because you cost too much. This is a huge gray area for me, but I hope these drastic scenarios give you some perspective on whether or not you think loyalty is dead. Should I wait until I don’t have a job to start looking? No. You are deemed much more valuable when you are employed and your stress level will be a lot less when you apply for jobs while working. My advice for this is to apply for jobs when you have a REALLY BAD day at work. When I had my bad 14 hour days, I just slumped down, looked at my ugly face when my computer is loading and started typing in food science jobs and went to town. In most situations, the state of not having money and trying to live will make your job search unsatisfying and potentially desperate. Your chances of ending up in another unsatisfying job is pretty high. If you get fired, or laid off, or you got so mad, you threw sharp objects at your boss and left, then you are at a different situation. I would contact your support network (husband or wife, mentor, family, etc) and let them support you emotionally and financially so you can go 100% on finding the next job If you have none of those worst case scenario? Just send me an email and I’ll see what I can do. This is a more rhetorical question: What’s better, being in one company for 30 years of 6 companies 5 years each? This depends on so many things. Accomplishments and achievements and the ability to transform your company or department will always give you more points than just slapping a year and what you do. However, I lean more on having working through a diverse array of companies. I think the best example I can give is my current Chief Science Officer. He’s been in several companies but he was able to create a lot of money for the company in the years he’s worked there. In almost 1 billion in value, there’s the reason he’s Chief. I think if you have the ability to connect the dots between the companies you’ve worked for and see a common thread of success and reproduce it, then you nailed it. It is inevitable that if you plan to climb the corporate ladder, you will be dealing or managing people. Once you realize that people are truly the same in every company (i.e. they just want to feel valued, and know that they matter), then you can make gold.

Most HR leaders have an idea about how they can increase their department’s value to the organisation. The key challenges are finding the time and prioritising which efforts are needed most. But HR leaders in emerging markets have a unique set of issues that require them not only to be business-minded, but agile and forward-thinking. Lu Hong, Vice President of Human Resources for Asia Pacific at Pfizer, discusses how to provide high-impact HR in emerging markets.

Today's the day! You're hiring a well-vetted, steep-salary C-suite exec and you're staffing a business-critical new department. Surely your HR folks gave you rock-solid validation for these particular human capital investments. Well, did they? Bersin and Associates founder Josh Bersin doubts it. “One of the biggest opportunities for HR to drive value in the coming years is talent analytics, but HR teams are absolutely not ready. And the systems vendors aren't helping much either!” SuccessFactors' Peter Howes agrees. “Most HR practitioners have limited ability to interpret workforce analytics and reporting. Interpreting workforce analytics is not taught in university HR courses.” Wharton Professor Peter Cappelli adds, Metrics are killing HR because all we've come up with are cost items, and we manage what we measure.” Join us for more of their wisdom on HR Analytics: How's Your Human Capital Investment Paying Off?

Today's the day! You're hiring a well-vetted, steep-salary C-suite exec and you're staffing a business-critical new department. Surely your HR folks gave you rock-solid validation for these particular human capital investments. Well, did they? Bersin and Associates founder Josh Bersin doubts it. “One of the biggest opportunities for HR to drive value in the coming years is talent analytics, but HR teams are absolutely not ready. And the systems vendors aren't helping much either!” SuccessFactors' Peter Howes agrees. “Most HR practitioners have limited ability to interpret workforce analytics and reporting. Interpreting workforce analytics is not taught in university HR courses.” Wharton Professor Peter Cappelli adds, Metrics are killing HR because all we've come up with are cost items, and we manage what we measure.” Join us for more of their wisdom on HR Analytics: How's Your Human Capital Investment Paying Off?