Podcasts about people processes

You're wasting thousands on benefits your people don't understand.Most companies launch benefits like a compliance checklist. But if your team doesn't value them, you're just burning cash—and loyalty. This episode is your wake-up call.In this episode of Don't HR Alone, Rhamy Alejeal (CEO of People Processes) exposes why most benefit programs flop—and gives you a 10-step roadmap to fix them fast.What You'll Learn:• Why your benefits are being ignored• How to market benefits like a product launch• Simple changes that increase retention (17% in 6 months!)• Tools and templates for year-round engagement• Real-world client success storiesMake your benefits actually matter. Grab the toolkit Rhamy uses with clients to boost retention and slash turnover. Download the Free Benefits Communication Toolkit. Tired of underutilized benefits, miscommunication, and disengaged teams?If you're a U.S.-based business with 10+ employees, book your free HR consultationShare this with an HR leader or business owner who needs to hear it.https://youtu.be/t8gcJG2h8_U

This will make you laugh, entertain, and educate you. 

Think you can fire anyone at any time because you're in an at-will state? Think again. In this episode of Don't HR Alone, Rhamy Alejeal, CEO of People Processes, breaks down the truth behind at-will employment — and how to avoid the lawsuits that come with getting it wrong.What you'll learn:• What “at-will” actually means• Legal exceptions that can ruin your case• The discipline strategy that helps you prove good faith• How to terminate while protecting your companyWhat's your biggest question about firing employees legally? Drop it below

ACA Reporting just got a major overhaul — and for once, it's GOOD news!In this episode of Don't HR Alone, Rhamy Alejeal (CEO of People Processes) breaks down the 5 Big ACA changes for 2025, including:• Less paperwork• Flexible deadlines• Easier electronic distribution• Reduced IRS penaltiesLearn how to take full advantage of these updates to simplify your ACA reporting, stay compliant, and avoid costly mistakes.

Gossip is destroying your workplace culture—here's how to stop it!Ever walked into a meeting and felt the tension in the air? Workplace gossip can turn into a silent productivity killer, creating division, distrust, and low morale. In this episode of Don't HR Alone, Rhamy Alejeal, CEO of People Processes, breaks down:✅ The difference between harmful and positive gossip✅ 5 proven strategies to eliminate toxic workplace gossip✅ How to use positive gossip to strengthen your teamFREE DOWNLOAD: Get our No Gossip Policy Template to establish a workplace built on trust! Struggling with workplace gossip? Let's fix it. If you're a US-based business with 10+ employees, book a FREE 30-minute consultation with Rhamy Alejeal now!

Innovation comes in many forms, and compliance professionals need to be ready for and embrace it. Join Tom Fox, the Voice of Compliance, as he visits with top innovative minds, thinkers, and creators in the award-winning Innovation in Compliance podcast. In this episode, host Tom Fox welcomes Alyssa Borden, founder of SuccessBridge, LLC. Alyssa founded SuccessBridge, LLC, to offer tailored solutions that bridge strategic and tactical needs for diverse organizations. Her approach is centered on understanding each client's unique situation and embedding herself with their teams to ensure that the solutions provided are both effective and sustainable. Alyssa views every challenge as an opportunity for growth, emphasizing the importance of effective communication and collaboration to navigate workplace changes successfully. Through SuccessBridge, LLC, she aims to empower organizations to build strategic people processes and develop digital upskilling programs, thereby driving transformation and fostering continuous improvement and adaptability. Key highlights: Strategic Team Building Solutions by SuccessBridge Cultural Alignment Through Hiring Touchpoints Navigating Complexities in Workplace Technology Implementation Strategic Flexibility: Navigating Dynamic Organizational Changes Custom Solutions Through Embedded Team Approach Resources: Alyssa Borden on LinkedIn SuccessBridge, LLC  Tom Fox Instagram Facebook YouTube Twitter LinkedIn

ICE Audits are on the rise—if an auditor knocked on your door tomorrow, would you be ready? Mistakes can cost up to $28,000 PER EMPLOYEE, not to mention the risk of business closure!In this episode of Don't HR Alone, Rhamy Alejeal, CEO of People Processes, breaks down what business owners & HR pros MUST do to stay compliant and avoid massive fines. You'll learn:✅ What triggers an I-9 audit (and who is most at risk)✅ The biggest mistakes employers make & how to fix them✅ How to conduct a self-audit before ICE does it for you✅ E-Verify: Do you really need it?✅ Simple steps to protect your business starting today!

On this episode of the Scouting For Growth podcast, Sabine VdL talks to Staci Gray, Founder and CEO of Organize To Scale, whose journey is nothing short of inspirational. Imagine graduating high school at 16, diving headfirst into the entrepreneurial world, and buying your first property at 18. When her mother was diagnosed with stage four cancer, Staci leaped into action. Taking the reins of her family businesses, she transformed overwhelming challenges into streamlined successes. In just 36 months, Staci helped launch 36 syndication businesses that collectively raised over $300 million. Today, we'll dive into Staci's unique approach to scaling businesses through people and processes. We'll explore how she empowers leaders to build strong teams, streamline operations, and prepare for successful exits—all without losing their minds or their personal identities. KEY TAKEAWAYS You need to know yourself, whether you’re a visionary, an integrator, or more operationally minded. Getting that level of clarity is critical because the visionary role is externally focussed, thinking 5 moves ahead, caring about customers, interested in advancement and expansion. Whereas the integrator (COO) role is internally focussed on the team, fulfilment, operations. Sitting in both seats at the same time is fragmenting yourself, it’s important you choose which role you do and then employ opposite to that who also buys into your vision. As a business you should be continually adapting. The technology or the team you needed at 6-figures is not the same that you will need at 8-figures. Your job as a leadership team, in whatever seat you’re sitting in, is to get good at pushing to the next ceiling, hitting it, and then adapting to make sure you have your cash, tech and trained team aligned. Those things are critical to scaling. I’m a huge advocate of trying to scale businesses in a way that truly creates freedom: Tim freedom, financial freedom, and geographic freedom. That’s only our ‘eyes-open freedoms’, sometimes people also sacrifice their internal freedoms; Joy, love, peace, connection, belonging to scale their businesses. I think that’s a bigger sacrifice. It’s important to not attach my identity to my business, it’s not me, it’s something that I do. All building a business really is is taking an idea and turning it into a reality. It’s also people. People are doing the work, even if they’re using technology. And ideas and people sometimes create friction, we see it all over the world, and that friction can create bottlenecks. We have to be able to have conversations around what isn’t working, in a non-personal, objective way to see how we can improve communication, workflow, accountability, processes, documentation so the flow is smoother and we can all achieve and win by driving revenue, scale up the business, create operational efficiencies and improve gross profit. BEST MOMENTS ‘The best integrators are ‘co-visionaries’, they can envision with you and also take the vision and sculpt it into tactics.’ ‘Stay in your lane, if you try to get in someone else’s lane it can fragment operations.’ ‘The moment I found out my Mum had stage 4 cancer was when I realised the importance of organising to scale your business before there was a crisis.’ ‘Doing whatever it takes to build your business might look different than what you think it looks like.’ ABOUT THE GUEST Staci Gray is the Founder and CEO of Organize To Scale, a company dedicated to liberating mission-driven leaders from operational chaos and empowering them to scale their businesses effectively. With a passion for organizing businesses and building strong, high-performing teams, Staci envisions a world where entrepreneurs and leaders can grow their enterprises, fuel the economy, and make a tangible impact on people's lives without sacrificing their personal well-being. ABOUT THE HOST Sabine is a corporate strategist turned entrepreneur. She is the CEO and Managing Partner of Alchemy Crew a venture lab that accelerates the curation, validation, & commercialization of new tech business models. Sabine is renowned within the insurance sector for building some of the most renowned tech startup accelerators around the world working with over 30 corporate insurers, accelerated over 100 startup ventures. Sabine is the co-editor of the bestseller The INSURTECH Book, a top 50 Women in Tech, a FinTech and InsurTech Influencer, an investor & multi-award winner. Twitter LinkedIn Instagram Facebook TikTok Email Website

Are Performance Improvement Plans (PIPs) really meant to help struggling employees improve, or are they just a prelude to termination? In this episode of Don't HR Alone, Rhamy Alejeal, CEO of People Processes, breaks down:✅ What a PIP REALLY is & how to use it effectively✅ The BIGGEST mistakes employers make when using PIPs✅ How to create a legally sound, results-driven Performance Improvement Plan✅ Are PIPs a step toward termination? The HR debate explained✅ How PIPs affect employee morale & retention

Attention U.S. Employers! The 540-Day Work Permit Renewal Extension is now permanent—offering crucial relief for businesses facing delays in Employment Authorization Document (EAD) renewals. Starting January 13, 2025, the automatic renewal period for employees awaiting visa extensions will be extended from 180 to 540 days, giving employers more time to avoid layoffs and keep their workforce intact. In this episode, Rhamy Alejeal, CEO of People Processes, explains the impact of this change on Form I-9 verification and how it affects your hiring practices.Book your FREE consultation today! Don't miss this opportunity to stay compliant and protect your workforce.

Struggling with employee attendance issues? You're not alone! In this episode of Don't HR Alone by People Processes, host Rhamy Alejeal breaks down how to create a culture of accountability that inspires your team to show up, give their best, and take pride in their work, by setting clear expectations and addressing issues with empathy.Learn how to:✅ Set clear and enforceable attendance policies✅ Address the root causes of attendance problems with empathy✅ Balance accountability with support to retain top talentWhether you're an HR professional or a business leader, this video is packed with actionable tips to improve employee attendance issues while boosting morale, productivity, and team cohesion.

Small and emerging biotech companies have varied challenges compared to mid-large size pharma companies, with paths that aren't always as straightforward as taking a compound through clinical development to launch. Our biotech clients drive towards these key inflection points from proof of concept to compound development, to capital raises based on data, to acquisition, and sometimes even launching a compound themselves. And they need a partner that brings deep clinical, scientific, therapeutic, and regulatory expertise, and still being agile and nimble to help them develop and execute their plans with confidence. In this podcast, Jennifer Warneke, Senior Vice President of Parexel Biotech. Sarah Berry, Senior Director, Portfolio Management, Parexel Biotech and Daniel Montoya Giraldo, Project Director, Parexel Biotech discuss the different goals that they help our biotech customers achieve, what a good partnership looks like and examples of how they address challenges when they arise.

In this weeks' Scale Your Sales Podcast episode, my guest is Cliff Simon. Cliff is the CRO of Carabiner Group: a part of SBI Growth, and advisor, and fractional executive for several high-growth start-ups, where he utilizes his expertise in all things GTM and RevOps. He is an active leader in multiple GTM communities. He has anchored GTM teams in SaaS and Service industries including consulting, network & communications, software, e-commerce, and supply chain. Cliff is a recipient of the 2024 Modern Sales Leader award from HubSpot. In today's episode of Scale Your Sales podcast, Cliff emphasizes the importance of early customer value communication and reducing friction for better decision-making. Discussing the critical role of aligning people, processes, and technology to optimize revenue operations in the B2B sales environment. Together, exploring customer-centric strategies that can transform sales approaches in today's dynamic landscape. Welcome to Scale Your Sales Podcast, Cliff Simon.     Timestamps: 00:00 Align people, processes, tech for effective B2B sales. 06:18 He starts tomorrow; I'm confident he's perfect. 08:57 Understanding curiosity and intrinsic motivation fosters alignment. 10:33 Identify intrinsic motivations for behavioural change. 13:40 Focus on aligning with customer-perceived value. 17:13 Adapting strategies for evolving millennial buying behaviours. 20:46 Knowledge isn't effectively documented or distributed. 24:15 Water collection is crucial for island survival.     https://carabinergroup.com/wp-content/uploads/2023/05/Carabiner-Group-Pavilion-Bringing-Revenue-Operations-to-Life-in-Your-Organization-1.pdf https://www.linkedin.com/in/cliff-simon/     Janice B Gordon is the award-winning Customer Growth Expert and Scale Your Sales Framework founder. She is by LinkedIn Sales 15 Innovating Sales Influencers to Follow 2021, the Top 50 Global Thought Leaders and Influencers on Customer Experience Nov 2020 and 150 Women B2B Thought Leaders You Should Follow in 2021. Janice helps companies worldwide to reimagine revenue growth thought customer experience and sales.   Book Janice to speak virtually at your next event: https://janicebgordon.com LinkedIn: https://www.linkedin.com/janice-b-gordon/ Twitter: https://twitter.com/JaniceBGordon Scale Your Sales Podcast: https://scaleyoursales.co.uk/podcast More on the blog: https://scaleyoursales.co.uk/blog Instagram: https://www.instagram.com/janicebgordon Facebook: https://www.facebook.com/ScaleYourSales   And more! Visit our podcast website https://scaleyoursales.co.uk/podcast/ to watch or listen.

Small and emerging biotech companies have varied challenges compared to mid-large size pharma companies, with paths that aren't always as straightforward as taking a compound through clinical development to launch. Our biotech clients drive towards these key inflection points from proof of concept to compound development, to capital raises based on data, to acquisition, and sometimes even launching a compound themselves. And they need a partner that brings deep clinical, scientific, therapeutic, and regulatory expertise, and still being agile and nimble to help them develop and execute their plans with confidence. In this podcast, Jennifer Warneke, Senior Vice President of Parexel Biotech. Sarah Berry, Senior Director, Portfolio Management, Parexel Biotech and Daniel Montoya Giraldo, Project Director, Parexel Biotech discuss the different goals that they help our biotech customers achieve, what a good partnership looks like and examples of how they address challenges when they arise.

In this episode of Brass Tacks - Talking Cybersecurity, Daniele Mancini, Field CISO at #Fortinet explains the three main drivers of change for #cybersecurity and the challenges these present for the #CISO: ➡️ The explosion in data volumes ➡️ The increasing speed of innovation ➡️ The growing interconnection of the digital ecosystem Tune in for a discussion on the importance of balancing technological innovation and business strategy and creating resilience to a broad range of cybersecurity incidents through a joined-up strategy supported by the three essential pillars of people, processes, and technology. Learn more: https://www.fortinet.com/blog/ciso-collective/building-cyber-resilience?utm_source=Social&utm_medium=YouTube&utm_campaign=BrassTacks-GLOBAL-Global&utm_content=BG-YouTubeGlobal-U&utm_term=Org-Social&lsci=7012H0000021nOIQAY&UID=ftnt-5649-736091 More about Fortinet: https://ftnt.net/6056oiHQE Read our blog: https://ftnt.net/60529liW2 Follow us on LinkedIn: https://ftnt.net/60549liW4

Show Summary: In today's episode of the Grow My Accounting Practice podcast, we are joined by Rhamy Alejeal, owner of People Processes, to explore how HR can supercharge profitability for businesses. Rhamy explains why accountants should pay close attention to their clients' HR strategies and highlights the often-overlooked overlap between accounting and HR functions. By aligning these two areas, accountants can not only provide better financial insights but also help their clients drive growth and efficiency in their workforce management. Rhamy shares real-world examples of how CFOs have transformed their businesses by integrating People Processes' HR solutions. He explains the significant ROI that companies have seen by focusing on high-impact HR actions, such as investing in employee development, enhancing recruitment practices, and automating routine HR tasks. These changes help businesses reduce costs, improve employee retention, and ultimately, boost profitability. As the year draws to a close, Rhamy also touches on critical HR compliance updates that accountants should bring to their clients' attention. By staying proactive and informed, accountants can offer valuable advice that not only ensures legal compliance but also strengthens their client relationships and positions them as trusted advisors. Tune in to learn how optimizing HR can be a game changer for your clients' bottom line!   Website:https://peopleprocesses.com/ LinkedIn:https://www.linkedin.com/company/peopleprocesses/ Youtube:https://www.youtube.com/@peopleprocesses   Corporate Partner: People Processes - https://peopleprocesses.com/

In this episode of The Digital Executive, host Brian Thomas interviews Jeff Oskin, a high-tech industry leader and seasoned entrepreneur, about aligning the critical pillars of people, processes, and technology to drive customer experience and business success. Jeff shares insights on how his company, NewLogiq, uses journey mapping and AI-driven strategies to enhance customer interactions and streamline operations.He dives into real-world examples of helping businesses thrive in fast-changing environments and emphasizes the importance of leadership, vision, and continuous learning in leveraging technology effectively. Tune in to learn how AI is transforming customer relationships and Jeff's advice for businesses looking to strategically integrate AI for long-term success.

Dave Crowell is the Principal Owner of Gateway Consulting, a consulting company that grows entrepreneurial businesses by launching new ideas and building strong teams. With over 25 years of experience in the building and home improvement industry, he served as an executive leader in sales development, during which he coached and mentored teams. Dave serves as an advisor to manufacturers, specialty dealers, and business owners, helping them grow talent and improve sales and marketing. In this episode: In a competitive landscape where customer satisfaction can make or break a business, creating a personalized and streamlined journey is crucial. What strategies can you leverage to ensure every customer interaction leaves a lasting impression and drives business growth? Home service leader Dave Crowell lists people, technology, and processes as the keys to company growth. Your customers are your greatest asset, so your growth strategies should include predefining fundamental touchpoints to maximize their experience. This involves training your team on customer service by implementing and documenting repeatable processes exclusive to your business and clients. You can also integrate technological efficiencies to execute these processes and streamline the customer journey. In the latest episode of Systems Simplified, Adi Klevit speaks with Dave Crowell, the Principal Owner of Gateway Consulting, about creating specific customer-centric processes for business growth. Dave talks about aligning people, processes, and technology to enhance company performance, creating customer journeys that exceed expectations, and ensuring effective process follow-through.

Today's guest is George Hadjiyanis, SVP of Sales and Marketing at Parallax, a platform that helps digital agencies and software development companies improve their resource planning, margins, and utilization. He shares his approach to evaluating and implementing new technology, acknowledging the difficulties of transitioning from older systems to modern tools. He believes having the right tools and processes in place is worth the challenge and expense because it provides visibility into data. For leaders to make informed decisions that drive business growth, data must be clean, accurate, and accessible.  George urges companies to merge their ops roles in sales, marketing, and customer service into one revenue operations function. The revenue operations manager is responsible for data quality across those teams and their systems. This enables more holistic analysis from a 'single source of truth.'Find more at revopschampions.com

Successful deals hinge on more than just luck. They thrive on solid marketing tactics and a well-oiled team. Imagine running your operation like one of the country's top entrepreneurs—efficiency, precision, and results-driven strategies in every move. In our latest episode, dive into the world of real estate investing with Billy. He shares invaluable insights on building lasting relationships, harnessing strategic partnerships, and mapping out long-term financial plans. Discover his game-changing strategies for scaling your business efficiently, from time-savvy marketing tactics to building a rock-solid team and robust financial systems. Ready to supercharge your real estate ventures? Tune in now and start applying these insider tips!Topics Covered: Welcome and IntroductionTransition from mortgage broker to real estate investingEarly years in business and lead generation strategiesTimeline for gaining traction after startingProgression to growth phase with marketing and systemsReal estate wholesaling, marketing strategies, and net income goalsThe importance of building a strong team for success.Recognizing team members' foresight and trust in their abilitiesRetaining talent and next business steps for a successful entrepreneur.Lightning Lead Round!Resources Mentioned:Book: No B.S. Direct Marketing: The Ultimate No Holds Barred Kick Butt Take No Prisoners Direct Marketing for Non-Direct Marketing BusinessesConnect with BillyLinkedInWebsitePodcast: Unstoppable REI WealthConnect with Mark Lane: https://marklaneeducation.comGrab a copy of Mark's book More Leads, More Deals, More Profits: https://a.co/d/0b20DeOk

Kristina Bartold joins us today to reveal the secrets behind building robust people processes in small businesses, stressing the crucial role of clear communication and continuous self-reflection in effective leadership. We explore the intricacies of managing team dynamics and setting realistic expectations, especially in today's landscape of remote work and diverse hiring challenges!Kristina also provides insight into generational differences in the workplace, offering strategies to balance flexibility and accountability to foster a harmonious work environment. Whether you're navigating your entrepreneurial journey or fine-tuning your leadership skills, this episode promises to be a goldmine of wisdom. What you'll hear in this episode:[0:00] Kristina's transition from the corporate world to entrepreneurship [5:00] The value of real-life experience vs. formal education [11:05] Building effective people processes in a small business [13:30] The importance of clear communication and self-reflection in leadership [17:25] Navigating team dynamics and expectations [18:20] Generational differences in the workplace [23:50] Tips and insights for hiring social media managers[29:30] Measuring success in social media management Listen to Similar Episodes:Time-Saving Systems to Boost Your Output with Leah RemilletMaster These Three Pillars for a Strong People FoundationNavigating Generational Stereotypes: Unleashing Your Multigenerational Team's Full Potential* Connect with Kristina on LinkedIn https://www.linkedin.com/in/kristinabartold/* Connect with Kristina on Instagram @kristina.bartold* Connect with me on LinkedIn https://www.linkedin.com/in/jackiemkoch/* Find more information on my website peopleprinciples.co

Brent Pohlman is the CEO and Executive Leader at Midwest Laboratories, a frontrunner in analytical testing across various industries. With a background in corporate leadership, he authored Leaders Look Within, which shares lessons on leading, coaching, and fostering a culture of trust and excellence. Brent serves as the President Emeritus of the Omaha Chapter of Legatus International and a member of the AMA executive advisory council.  In this episode: Growth is not just about numbers and sales; it's about creating an infrastructure that supports sustainable development and consistent output. How can you pivot from reactive chaos to strategic success? According to executive leader Brent Pohlman, effective leadership is the foundation for healthy growth. Top-performing leaders take measures to ensure organizational longevity, such as initiating knowledge transfers to avoid losing essential information, building a culture rooted in strong core values, and documenting processes. These values and processes must be consistently updated, followed, and replicated to standardize operations and future-proof your company.  In the latest edition of Systems Simplified, Adi Klevit sits down with Brent Pohlman, the CEO and Executive Leader at Midwest Laboratories, to talk about fostering effective leadership through process documentation. Brent shares how to ensure process follow-through, his evolution through leadership with Midwest Laboratories, and the qualities of an effective leader.

Brian Davenport is the Senior Vice President of Operations at A1 Garage Door Services and former Regional VP of Operations. Part of his role at the company is to find new talent and lead people to their full potential. His other specialties include executive leadership, customer service excellence, and personal development. In this episode, we talked about effective meetings, employee behavior patterns, operations…

In this episode, Cat introduces Stephanie Forbes on the show. Stephanie is a seasoned executive with over two decades of industry experience in business risk management and supply chain. Stephanie's extensive experience includes successful leadership in teams, projects, and programs. Committed to advancing the supply chain profession. Stephanie shares insights through speaking engagements, mentoring, and leveraging her extensive network. The episode explores the importance of crafting a Request for Proposal (RFP) for ERP implementation, focusing on contract considerations. Episode highlights:   Contract Considerations - Stephanie outlines a four-step approach: start with the end date commitment, define the best scope, balance cost, quality, and schedule, and identify business systems and processes. - Discussion on potential pitfalls, unexpected change orders, and the significance of well-defined scope and balance.   Data Ownership and Privacy - Stephanie emphasizes the importance of intellectual property and confidentiality in ERP contracts. - Detailed exploration of data ownership, potential breaches, and confidentiality considerations, especially when data resides in a SaaS provider's cloud.   Time Management in Contracts - The impact of aggressive schedules, concrete milestones, and the ability to enforce time-related clauses. - Discussion on the significance of time in ERP contracts, introducing the concept of "time is of the essence."   Compensation and Metrics - Stephanie provides insights into compensation structures in ERP contracts, including time and materials, deliverable-driven models, and bundled payments. - The importance of tying compensation to specific outcomes, such as successful User Acceptance Testing (UAT), and defining metrics for success in various ERP project phases. Contract/RFP Considerations - Exploration of key factors in crafting contracts/RFPs, including dates, cost, and balancing quality with cost and time frame. Discussion on the challenges of setting a fixed date regardless of cost and the importance of realistic expectations. - Recommendations on understanding and defining scope to ensure more accurate pricing. People Processes and Systems - Emphasis on analyzing organizational metrics, such as cost of goods sold, to determine ERP requirements. - Consideration of strategic growth and alignment of ERP implementation with future organizational goals. - Insight into the importance of integrating people, processes, and systems in a strategic roadmap for successful ERP implementations.   Environmental Impact and ESG: - Brief mention of the upcoming webinar on Scope 3 and its impact on small and medium businesses in the environmental space. Connection between ESG reporting, supply chain, and ERP systems for comprehensive organizational management.   Stephanie emphasizes the need for foresight and strategic planning to navigate the complexities of ERP implementations. Tune in to the next episode as the conversation continues, shifting focus to the critical role of people and data in the ERP landscape. Get more of Stephanie's insights in her upcoming webinars: Webinar #1 GHG Accounting & Management for SMEs https://eco.ca/online-training/guide-to-climate-action-by-small-and-medium-enterprises-webinar-series/ Date: February 21, from 1:15 PM – 2:30 PM MT Description: In-depth explanation of GHG management along with challenges/trends in data collection and a walk-through of the customized GHG Excel tool. Topics Covered: Brief on Climate Change Greenhouse Gas Protocol – Scope 1, Scope 2, Scope 3 emissions Data Collection Methodology Calculation Methodology – Activity data, Emission factors, Global Warming Potential Absolutes Emissions and emissions intensity Target Setting – Emission reduction & Net Zero targets Webinar #2 Implementation strategies for emission reduction for SMEs https://eco.ca/online-training/guide-to-climate-action-by-small-and-medium-enterprises-webinar-series/ Date: March 6, from 1:15 PM – 2:30 PM MT Description: Focus on Scope 3 emission reduction along with the implantation strategies to reduce emissions. Topics Covered: Scope 3 emissions Working with Suppliers along the supply chain Collaboration with Suppliers Implementation strategies for emission reduction by SMEs Energy Efficiency Renewable Energy Low carbon/ Upcoming technologies Guest Bio: Stephanie, a seasoned executive with over two decades of industry experience, excels in business, risk management, and supply chain. Her leadership has driven successful transformations in teams, projects, and programs within the energy and construction sectors. Committed to advancing the supply chain profession, Stephanie creates value for stakeholders through speaking engagements, mentoring, and leveraging her extensive network. Noteworthy achievements include implementing best-in-class programs like full life cycle governance and supplier life cycle management. Eager for new opportunities, Stephanie is motivated to make significant contributions to the energy and construction industries, and the field of supply chain management. Visit Stephanie's profile on Lilnkedin: http://linkedin.com/in/calgaryforbes

Technology can help you solve problems in your law firm, connect with clients, save time and money, and so much more. But, how do you know what tech will work best for your practice? Molly Ranns and JoAnn Hathaway talk with Colin Levy about understanding and utilizing technology, common mistakes in choosing new tools, and ways to overcome tech-related fear and anxiety.  Check out Colin's book, The Legal Tech Ecosystem, to learn more!  Colin S. Levy is director of legal at Malbek, a legal tech evangelist and speaker, and an attorney with more than a decade of experience in corporate transactional law.

Technology can help you solve problems in your law firm, connect with clients, save time and money, and so much more. But, how do you know what tech will work best for your practice? Molly Ranns and JoAnn Hathaway talk with Colin Levy about understanding and utilizing technology, common mistakes in choosing new tools, and ways to overcome tech-related fear and anxiety.  Check out Colin's book, The Legal Tech Ecosystem, to learn more!  Colin S. Levy is director of legal at Malbek, a legal tech evangelist and speaker, and an attorney with more than a decade of experience in corporate transactional law.

Loam Culture founder Maggie Schrock joins the show to talk about how properly combining people, processes and technology can drive business growth, optimize operations and activate team members to do their best work.

https://youtu.be/fBYO_79ADOwThe U.S. Department of Labor published the issuance of the final rule under The Fair Labor Standards Act (FLSA) regarding Employee or Independent Contractor Classification.

In this episode, we are joined by Stephen Doyle, Jr., a former engineer turned coach and consultant in the commercial construction industry. We delve into Steve's journey and the importance of systems and processes in the construction world. Along the way, we share some light hearted moments, including our occasional forgetfulness.The episode focuses on the significance of having the right people, systems, and technology in business. Steve emphasizes the prioritization of people, followed by process and technology, for successful scaling. We discuss the distinctions between coaching and consulting, using a fishing analogy to illustrate their respective roles.

In this episode, we are joined by Stephen Doyle, Jr., a former engineer turned coach and consultant in the commercial construction industry. We delve into Steve's journey and the importance of systems and processes in the construction world. Along the way, we share some light hearted moments, including our occasional forgetfulness.The episode focuses on the significance of having the right people, systems, and technology in business. Steve emphasizes the prioritization of people, followed by process and technology, for successful scaling. We discuss the distinctions between coaching and consulting, using a fishing analogy to illustrate their respective roles. We also explore the implementation of effective systems and the importance of company culture in attracting and retaining top talent.Furthermore, we delve into the challenges of finding good employees and increasing profitability in the construction industry. Steve provides valuable insights on revenue, profit margins, and strategies for success. We also touch on the continuous cycle of adaptation and improvement in business processes, regardless of company size.The podcast episode emphasizes the need for embracing failure, being resilient, and persistent in our entrepreneurial journeys. We discuss the importance of patience, helping others, and finding joy in life and business.Join us for an engaging and informative conversation on building scale in the commercial construction industry and discover valuable insights that can help you thrive in your own business.- Steve Doyle's background in engineering and transition to coaching and consulting- Importance of people, systems, and technology in the construction industry- Distinctions between coaching and consulting- Finding and retaining good employees in the construction industry- Embracing failure and persistence in business ownership Connect with Steve - Website: https://stephendoylejr.com/about/or Text him at 248-85-1358Connect with Justin & Will -Will's LinkedIn: https://www.linkedin.com/in/willforet/Justin's LinkedIn: https://www.linkedin.com/in/justneagle/Learn More & Connect With Spot Migration - Website: https://www.spotmigration.comLinkedIn: https://www.linkedin.com/company/spot-migrationFacebook: https://www.facebook.com/spotmigrationYoutube: https://www.youtube.com/c/Spotmigration Do you want to be a guest on the show? Go to https://buildingscale.net/guestsNeed to discuss your IT and Cybersecurity Strategy? Go to https://buildingscale.net/help

Max Blumberg joins the HRD live podcast to discuss how the business-driven HR operating model can help HR leaders “make a clean break from old HR into a much brighter resource management future.” The post Human Resource Management becomes Resource Management? Extending HR's impact beyond people, processes, and policies appeared first on HRD.

In this enriching interview, Daryl hosts Damaris Parra, the Vice President of Human Resources and Organizational Development at the Makati City Clinic. Damaris, equipped with a PhD in Human Resource Management, brings an undeniable wealth of knowledge and invaluable insights into HR systems and strategies. With her unique and seasoned perspective, she elucidates the integral balance between people, processes and profits in an organization. This enlightening conversation is a must-listen for senior managers, HR professionals, and anyone with a keen interest in organizational development. Gleaning insights from this interview, the audience will be better positioned to understand and implement successful HR strategies in their own organizations.Here are the reasons why you should listen to the full interview:Learn how to create a comprehensive and robust training framework that aligns with your company's vision and strategy.Discover the effectiveness of balancing face-to-face and digital corporate training programs.Understand the significant role of Emotional Quotient (EQ) in enhancing employee productivity and engagement.ResourcesLinkedIn Profile of Damaris Parra - Connect with Damaris Parra, the Vice President of Human Resources and Organizational Development at the Makati city clinic.Company Website of Makati City Clinic - Explore more about the organization where Damaris leads the HR and Organizational development procedures.Interview HighlightsFramework for Employee Training and DevelopmentThe organization employs a training structure aligned with its vision and strategy.Training programs are weaved to match the company's initiatives. Both face-to-face and digital training modes are used to foster company-wide learning.Listen to the full interview to understand the proportion of supervisors and executives involved in these training programs."Our training personnel are deployed to conduct trainings in a central location in the province."Shifting Towards Productivity Training and EQThe company has initiated a coaching program targeting its managers.Significant emphasis is on productivity training for all associates.Importance is awarded to EQ or Emotional Quotient for overall associate development. "EQ is very important. These are the things that we will be busy with for the year."Assessing the Impact of Soft Skills and Hard Skill Training ProgramsThe impact of hard skill programs is more immediate than soft skills training.Post-training evaluations are conducted to assess the effectiveness of these training programs.A new program dedicated to enhancing these skills was introduced in the first quarter of this year."The training programs are balanced between soft skills and hard skills, where each has its unique impact."  Boosting Employee Engagement Ensuring employees are not overworked significantly boosts their performance and engagement."The things that boosted employee engagement the most in performance was making sure that they are not overworked."Support the show

When an issue arises in your business, what tends to be the cause? Who - or what - do you address first? It can sometimes be tricky to figure out the source of an issue, but Matt & Mike believe it comes down to one of these three things: people, process, or tools/tech. Join the conversation today to hear them discuss where to start when problems arise. 

Show Summary In this insightful episode of the Grow My Accounting Practice podcast, we have the privilege of hosting Rhamy Alejean, founder of People Processes. The discussion primarily focuses on People Processes' partnership with Profit First Professionals and delves into essential HR aspects. Rhamy illuminates when it makes sense for businesses to invest in HR. He emphasizes the pivotal role HR plays in a business's growth and when it's advantageous to consider establishing or enhancing an HR department. The conversation then shifts to practical insights on implementing an efficient HR department. Rhamy provides valuable strategies for building and sustaining a high-performing HR team. Key functions that HR should handle are also highlighted by Rhamy, shedding light on HR's multifaceted responsibilities beyond traditional personnel management. This episode concludes by addressing contemporary HR topics. Rhamy discusses the significance of AI policies, navigating the return to work, ensuring compliance in fully remote companies, defining organizational culture, and effectively training future leaders. Rhamy's expertise from People Processes, combined with Profit First Professionals' financial acumen, presents a powerful partnership for businesses aiming for comprehensive success. This episode offers invaluable insights into the dynamic intersection of HR and financial management, providing listeners with actionable takeaways for business growth and sustainability.   Websites:peopleprocesses.com Corporate Partner: People Process – https://peopleprocesses.com/

In this episode, let's talk about when should you start to systemize your Amazon businesses with SOPs and processes. An incubator program for Amazon brands to scale and exit, and what you need to know when hiring talent from the Philippines.

In today's episode Judith Germain speaks to Rhamy Alejeal about the challenges of creating a well-rounded HR team that is both people-centric and data-driven. They explored the difficulties faced by small businesses in finding HR professionals with diverse expertise and highlighted the importance of having a team of specialists to effectively handle various HR functions. They also look at the importance of addressing HR processes and the potential liabilities that can arise from inappropriate relationships between managers and subordinates. They also mentioned a case where a company's culture of "work hard, play hard" led to legal issues and a significant decrease in employee numbers. Rhamy shares the importance of aligning employee goals with company goals to foster growth and success. He also mentions a unique approach taken by a small organisation to ensure long-term commitment from employees. Listen to this engaging conversation on the importance of improving people processes to enhance employee experience and productivity; and the challenges faced by HR departments in organisations, including lack of resources and being undervalued.  Rhamy Alejeal is the owner of People Processes, a provider of integrated, automated HR processes and support. Rhamy and his team work with hundreds of companies across the US, helping them learn how to stop pushing paper and start prioritising people. You can find out more about our guest and today's episode in this Maverick Paradox Magazine article here. --- Maverick leadership is all about thinking outside the box and challenging the status quo. It's about having the courage to take risks and the confidence to lead in a way that is authentic and genuine. But amplifying your influence as a leader isn't just about having a strong vision or a big personality. It's also about having the right leadership capability and being able to execute on your ideas and plans. The consequences of not having the right level of influence as a leader can be significant. Without the ability to inspire and motivate others, you may struggle to achieve your goals and make a real impact. How Influential Are you? Take the scorecard at amplifyyourinfluence.scoreapp.com and see.  Judith's websites:  The Maverick Paradox Magazine - themaverickparadox.com Company Website - maverickparadox.co.uk Judith's LinkedIn profile is here, her Twitter profile (MaverickMastery) is here, Facebook here and Instagram here.

The Key to Scaling Success: Balancing People, Processes, and Tools - Lydia Clayton, AVP Contact Center Operations of Cox AutomotiveKey Takeaways: Establishing a strong foundation is crucial for scaling success. Identify core capabilities, processes, and tools that support your organization's growth goals. Striking the right balance between people, processes, and tools is an art. Understand the strengths of your workforce, automate tasks where possible, and select tools that enhance your processes. Automation plays a vital role in achieving scalability. Automate repetitive tasks to improve productivity, reduce errors, and ensure consistent outcomes. Embrace adaptability and continuous learning. The business landscape is constantly changing, and organizations must be agile to respond to market dynamics, customer needs, and technological advancements. Scaling is an ongoing process. Continuously evaluate, optimize, and adapt your strategies to fuel long-term growth and maintain consistency in operations. By applying these key takeaways, organizations can navigate the complexities of scaling and position themselves for sustainable growth and success in a rapidly evolving business environment.Customer Contact Week is the leading event series dedicated to serving professionals within the customer service industry, kicks off its silver jubilee celebration in Las Vegas, Nevada. 25 Years of Shaping Customer Excellence, this year's event returns to Caesars Forum from June 19-22, 2023. CCW is powered by CCW Digital, a division of Customer Management Practice (CMP). Use the code CCWLV_P1N for 20% off all end user passes.ABOUT NICK GLIMSDAHLSubscribe to my bi-monthly newsletterFind Press 1 For Nick on YouTubeFind me on TwitterFind me on LinkedInLISTENER SUPPORTPurchase Nick's books: Reasons NOT to Focus on Employee Experience: A Comprehensive GuideApparel: https://www.teepublic.com/user/press-1-for-nick Support this show through Buy Me A CoffeeBOOK RECOMMENDATIONS:Learn about all the guests' book recommendations here: https://press1fornick.com/books/ BROUGHT TO YOU BY:VDS: They are a client-first consulting firm focused on strategy, business outcomes, and technology. They provide holistic consulting services to optimize your customer contact center, inspiring and designing transformational change to modernize and prepare your business for the future. Learn more: https://www.govds.com/ This podcast is under the umbrella of CX of M Radio: https://cxofm.org/Podcast-Shows/ SPONSORING OPPORTUNITIES:Interested in partnering with the Press 1 For Nick podcast? Click here: https://press1fornick.com/lets-talk/ 

Episode 105: Podcast Live: AIA|LA People, Processes, and Practice: Technology + The Business of DesignHow can technology elevate the business of design?AIA Los Angeles invited Practice Disrupted Co-Hosts Evelyn Lee and Je'Nen Chastain to present the opening keynote at their annual technology conference in February.More about the conference: Digital transformation is revolutionizing the AECO industry, offering new ways to develop and construct the built environment. The use of cloud, data, and artificial intelligence is maximizing the creative potential of architects and engineers by augmenting their ability to rapidly create, analyze, and optimize designs while streamlining processes and revealing actionable project insights. However, this rapid advancement of technological trends sometimes creates more questions than answers.How can we better engage with clients using technology? How can we best manage practices? How can we build better and more efficiently? This conference gathers the AECO community to discuss how technology is reshaping the industry and provides a platform for designers, architects, and built environment professionals to embrace the new possibilities of digital and explore innovative solutions for their clients.A special thank you to: Brian Skowvron, Assoc. AIA, Nicole Buhles, Assoc. AIA, Lauren Coles, AIA, Will Wright, Hon. AIA|LA, & Carlo Caccavale, Hon. AIA|LACo-Hosts:Evelyn Lee is the Global Head of Workplace Strategy and Innovation at Slack Technologies, and Founder of the Practice of Architecture. She integrates her business and architecture background with a qualitative and quantitative focus to build better experiences for the organization's employees, clients, and guests. She is widely published, wrote a monthly column for Contract magazine for over three years, and is now a frequent contributor to Architect Magazine. Evelyn has received numerous industry awards, including 2016 40 Under 40 award for Building Design + Construction and the 2014 AIA National Young Architects Award. She recently served as the first-ever female Treasurer to the AIA National Board in 2020-2021.Je'Nen Chastain is the founder of Apostrophe Consulting, a practice focused on helping architects and next-gen leaders strengthen their teams and businesses. In addition to consulting with firm leaders on practice management issues, she mentors architects on career development, leadership, and strategy. She specializes in facilitating conversations that engage multi-generational teams and has designed, developed, and presented dozens of training programs that inspire next-gen leaders. Je'Nen received the 2017 AIA National Associates Award, an Associates Award from AIA California in 2012, and an Emerging Professionals Award from AIA San Francisco in 2017. She served on the AIA National Board in 2010.

Like Miracle Mile Advisors, the path from where your firm is today to where you want it to be tomorrow is not a straight line up and to the right. You'll face fork-in-the-road moments that will define you and your firm. Antonia Burchman shares how Miracle Mile Advisors responded to their pivot points and paints a path forward for advisory firm leaders who want to grow and deliver a great client experience. Guest: Antonia Burchman, Senior Director of Corporate Development for Miracle Mile Advisors. Antonia was one of Miracle Mile's first team members and has been with the firm as it has grown from less than $100 million in AUM to approximately $4.5 billion.

On this episode of DGTL Voices, Ed is joined by Roxane Heaton, British Empire Medal recipient and CIO at Macmillan Cancer Support. 

In today's episode, Bob Seaman, Director of Innovation and Product Development at D.G.Yuengling & Son, joins to share his journey from the nuclear biz to the brewing biz, going from craft brewer to master brewer, and the lessons he's learned along the way from major brewers like MolsonCoors and Yuengling.  We talk about the thousands of possibilities and things that could go wrong when packaging beer and how he empowers his workforce to take ownership for solving problems. Join us as we discuss: Becoming a brewmaster Managing risk on a production line Empowering people within the organization

Do you believe that people processes within organizations need to be updated? In this episode of Incorporating Superpowers, host Justin Recla talks with guest Rhamy Alejeal about building healthy relationships among people in the workplace. Rhamy is the founder and CEO of People Processes, an HR firm leading the way with new processes and systems for managing employees. Tune in as they deliver some tremendous and refreshing insights on the HR Process and how to manage relationships with your employees through up to date people processes.

In this episode, I talk about why it's so important to have the right people, processes, systems and technologies in place in order to grow your business.  This episode was extracted from Brandon's YouTube Channel. Click here to subscribe: https://bit.ly/3QmOBbN Or, click here to view the original video: https://youtu.be/SPFQkn_E4sc Support the show: http://cardoneventures.com See https://omnystudio.com/policies/listener for privacy information. Support the show: http://cardoneventures.com See omnystudio.com/listener for privacy information.

Rootstrap is a full-service custom design and development shop specializing in responsive web/mobile solutions and custom applications. They help companies scale people, processes, and products through outcome-driven development. The company has helped launch more than 750+ digital products with more than 100 million combined downloads. Their mission isn't to merely build pretty interfaces. Instead, it's to iteratively design software solutions. The outcome? Achieving your business goals & generating ROI. Patrick Ward, Vice President of Marketing, Rootstrap, joins me on Tech Talks Daily to share his story. We also explore emerging tech trends on the way to Web3, why AI isn't going to take your job, and why NFTs aren't just a get-rich-quick fad.

Rhamy Alejeal is the CEO of People Processes, he's also an author and an HR guru. In this fun and engaging show we talk about: What comes first people or processes? What the HR systems are that business can't live without? The differentials between human and resources What common changes occurred to people and processes since the pandemic   Join our Tribe at https://leadership-hacker.com   Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA   Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services   Find out more about Rhamy below: Rhamy on Twitter: https://twitter.com/RAlejeal People Processes Twitter: https://twitter.com/people_process Rhamy on LinkedIn: https://www.linkedin.com/in/rhamy/ People Processes Website: https://peopleprocesses.com Instagram: https://www.instagram.com/peopleprocesses/     Full Transcript Below   Steve Rush: Some call me Steve, dad, husband, or friend. Others might call me boss, coach, or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate it. My job as The Leadership Hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors, and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush, and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you   Today's special guest is Rhamy Alejeal. He's the CEO of People Processes. He's an author, an HR guru, but before we get a chance to speak with Rhamy, it's The Leadership Hacker News. The Leadership Hacker News Steve Rush: One of the main reasons that keep business leaders awake at night, I ask that question to my network and reached out to over a hundred business leaders. And this is the top six things that they came back with that keep them awake at night. Number one is planning, planning around the short term, financial, their tactical, their team, and their strategy. Having a bad or an ill-informed plan keeps people awake at night, which is also strange. Because number two is long term strategy. So, it goes without saying, if you don't have a short-term plan, you're never going to have a long-term strategy. But long term to me is beyond five years. Beyond the linear. The next thing on the list was dealing with market changes and in particular, how they've responded to COVID, but generally how supply chains are moving and changing around. Hybrid working wasn't before on the list but how they can gain access to their team's insights and behaviors while being remote and distant from them. Number five was around staff retention. We've heard lots of discussion in the past about the great resignation but holding onto real talent has become a real challenge for many business leaders and a final one coming in number six was finding enough diversity in their workforce through either gender, race, or just deep thoughts, because thoughts is about differentiation too. And there of course is then the elephant in the room. So, for those who listening to this who sleep peacefully at night, there's also a reason for that. And that reason is that you've likely gone from an intention to an action. You've made something happen. You've made a decision; you've closed it off before the end of the day. And therefore, you can do what your brain's designed to do when you get to bed and that's repair and recover. That's been The Leadership Hacker News. Thanks to a number of you in the community who have raised us as a subject that you wanted us to feature on the show. So please also get in touch if there's something that you want to hear. Let's dive in. Strat of Podcast Steve Rush: Joining me on the show today is Rhamy Alejeal. He's a CEO of People Processes, or if you're in North America, of course it's Process and they provide the entire HR department for your business. He's also the author of the book People Processes, How Your People Can Be Your Organization's Competitive Advantage. Rhamy, welcome to the show. Rhamy Alejeal: Thank you so much. I'm glad to be here. Steve Rush: Me too. Now you have a really fascinating introduction to the world of business that started much earlier than many of us. In fact, you started out your first gig when you were 13 years old and actually made a bucket load of cash as a young man. I love for you to share the story with our listeners and how you got there? Rhamy Alejeal: Yeah, well, I was a lucky kid. I had an amazing grandmother and I loved to spend time with her. She was in insurance sales, she sold what are called Medicare Supplements. So, for people internationally, when you turned 65 in the U.S., you get to go on the Government Health Insurance Plan. There's a nationalized healthcare plan for people over age 65 called Medicare. And my grandmother would call them you know, right around their birthdays. And she got a big, long list of them. And I wanted to spend more time with my grandmother, but she would never let me spend the night on weeknights in retrospect, probably because she sure didn't want to spend [laugh] needed a couple nights off, but she told me it was because, hey, those are my cold calling nights. I can't have you come. So, at 13 I told my granddaughter, look, I could cold call. I can figure this out. Let me cold call for you so I can spend the night. And she somewhat, I think to humor me, gave me a copy of her, you know, 24 cassettes of call training and the big Medicare Supplement Guide and scripts and told me to read and listen to it all and she'd be happy to have me cold call. Well, I don't know that she really thought I'd do it, but I did. And I loved it. And I came in and said, hey gran, I'm ready. Let me cold call for you. And she, you know, this was back in the nineties and, you know, she said, well, let's give it a shot. She sat me down at her desk, handed me the big, you know, line printed green and white paper. Came in a big, long green, you had to tear the edges off. Steve Rush: Yeah, I remember them well. Rhamy Alejeal: Of everybody turning 65 and a zip code and said, get to calling. And it was, you know, first call, didn't go great. But on the second call, I said, hi, this is Rhamy. I know you're turning 65 soon. And my grandmother, she helps people who are turning 65, figure out Medicare, and she'd love to meet with you. And it turns out 13-year-olds calling people turning 65 and saying, my grandmother wants to meet with you was just the perfect, [laugh] the perfect phone script for a cold approach. And it started worked very well. I wound up setting a lot of appointments for my grandmother. And then I wound up growing that into a little bit of a dance with a couple of other agents and setting appointments for them. And by the time I was 14, I was making, you know, $50-60,000 a year setting appointment for Medicare Supplements Agents in my hometown. So that was my introduction to the world of business. It lasted for a few years before we figured out that, hey, there are some compliance problems with this, but it all went great and really gave me a good basis for understanding that world of rough cold calling and learned a lot about insurance and dealing with clients and having systems to make sure you're consistently performing. And it was a great start. Steve Rush: And your journey into entrepreneurialism started that way. And I think from the last time we kicked this around, didn't you end up in insurance at some point? Rhamy Alejeal: I did, yeah. So, I worked with my grandmother till I was 16. After that I launched a lawn mowing company for a few years that also, you know, turns out mowing lawn over the summer with three other guys and some trucks make some decent money. At 19, I bought my first investment property. My wife and I bought a foreclosure in 2007, the height of the market. Moved in, it had no floors, no walls. We learned how to renovate ourselves. And after graduating, I actually launched Poplar Insurance Agency. I got my bachelor's degree in finance and economics with minors in math and physics, you know, so I could sell insurance like you do. And totally made a lot of sense to me. And over the years that company, Poplar Insurance Agency. 13 years later has morphed into People Processes and really helped me find my niche and the people I love to work with. Steve Rush: And you've done that through a series of acquisitions, and you've now got a really successful business, which is predominantly around helping organizations with their HR and their people processes, right? Rhamy Alejeal: That's right. It started in the insurance space of dealing with employee benefits, right? So, making sure you had attractive reasonable benefits to make sure you can attract and retain good talent in your industry. And very quickly that morphed into also managing the payroll side of the business, because that was a big part of benefits at the time, you try trying to figure out how to keep all that stuff straight, get the bills paid, which led to compliance problems and understanding. In the U.S. Obamacare, the affordable care act came out in 2013. And that really changed a lot of how benefits as a regulatory environment needed to behave. And each time the market became more complex, we either acquired a company or launched our own internal so that we could provide those services broader and broader. And by 2015 or so, we were simply functioning as an entire HR department. Not just benefits, not just payroll, not just compliance, but also looking at things like recruit and retention and performance management, retirement plans, the whole piece of it. Steve Rush: And of course, when people hear HR, it's human and resources and they're actually quite different things, aren't they? Rhamy Alejeal: Yes, [laugh]. you have a lot of humans and no resources, and sometimes you have a few humans, but plenty of money to go around. It's an interesting world. Steve Rush: And however, big, however, small you are, you need focus and attention on those humanistic things and the resources and processes that come with it. What's the reason when organizations scale, they might see HR as being a side gig rather than an integral part of their business. Rhamy Alejeal: Ah, well, especially, you know, your smaller businesses when they start out, I like to break into three stages. Imagine you are, I don't know, a guy selling insurance, just to use a random example. You start off, you have a product, how you wound up in the industry may be relevant, may not be. Your product is likely very similar to that of your competitors. Your pricing is likely very similar. There's a stage in the early part where you have to focus on your product to make it unique or valuable, find your unique proposition. Another way I like to put, is you just have to start by not sucking at your job, right. You have to learn how to be a provider that doesn't suck. You've got to fulfill your promises. Those promises have to be unique or good in the market, and it's a tough journey. And a lot of small businesses fail there, right. Your average tire chain shop starts off with a completely homogenous product that doesn't differentiate, and they have to figure out how to make their product, their company special. From there, they scale their operations. They start realizing, hey, I've got a thing that people want to buy. I've got new clients coming in through the door and they realize I can't just change all the tires myself. I need other people. And they focus on what I call operations processes. This is the E-Myth Revisited, right. This is writing down your standard operating procedures and figuring out how to benefit from labor arbitrage, where you can have somebody else change the tire, but you can focus on the overall business and continue to grow. That step alone eliminates 90% of businesses. They have enough trouble figuring out how to scale their operations, Steve Rush: Right. Rhamy Alejeal: But once that's done, you now have a new problem. You may have standard operating procedures for the standard things. In my business for example, we realized, hey, we've got you know, when we were in one state, in really one city with 25 clients, we developed processes. We grew our staff to around 10, 15 people, and everything was going fine. But then we started to really grow. We entered 50 states. We had clients who were headquartered in LA and in New York and in Memphis and in Kansas City. And the thing that started happening is that new items came up. Not just every once in a while, but every day, things that couldn't be written down as a standard operating procedure. My wife and I worked together; we started the company together. All we really had to deal with was the new stuff. The new stuff happened three times a day. And we were dying. That's where people processes come in, people process. So, first product doesn't suck. Then your operations are standardized. Then you need processes to develop people who will make the same decision you would make. Steve Rush: Yeah. Rhamy Alejeal: But without you, right. Steve Rush: Yeah. Rhamy Alejeal: And that requires a lot. That requires they have guidance on behavior. They need to know how you think. And in a small business with four people, maybe the answer is they start off changing tires and then they drink a beer with you every afternoon and you hang out and they get to know your family. And eventually they just think like you would. Steve Rush: Right. Rhamy Alejeal: That can work. It may take a year and a half, but eventually you got somebody you can trust to make decisions. You've got a leader you can trust, but that not scalable. People processes is this operating system basically that allows us to take an enthusiastic new hire to someone you can trust to make decisions when you're not there. Steve Rush: So, here's a chicken and egg kind of question for you. What comes first? Is it the people or the processes? Rhamy Alejeal: It's a tough question, when I first thought about that question, my answer was actually people come first in that if, you know, if you have a process for requesting time off, but your top guy, you know, breaks his leg and needs to go to the hospital, and he doesn't fill out the form first. Well then obviously people come first, the process is secondary, and that is true. You have to be a human, right. You got to treat your people with respect and realize that processes can create a bureaucracy that can harm your relationship. So, you don't want that. On the other hand, I believe the development of those relationship so that you can trust people to not abuse systems so that you have the ability to say, hey, I know that Steve would never just not do a thing because he doesn't want to do it. It's because there's a good reason and I can trust him. The development of that trust has to be a process. Steve Rush: And it's interesting, isn't it? When you start to think about how that they're not mutually exclusive at all, that they're entirely intertwined, aren't they? Rhamy Alejeal: Absolutely, especially you were talking about, how do people start valuing this HR side of the business. When they start off, they're all external. They think all about how do I get new clients? How do I make my product better? How do I make it so that the promises I've made actually get delivered upon? They're thinking externally. And they're constantly looking at that framework. The internal process is what allows you to scale up your business. And those internal processes are around people. The only thing that does anything in your business, people. So, it's kind of like saying, if you look at it from an external focus and you think, well, what comes first? Client or product delivery processes or sales processes. And the answer is, the clients come first, but you're never going to talk to them or they're never going to stick around. You're not going to be able to do a good job for the client if you don't have those processes in place, it's the same for your employees. You have to have the processes in place, or you're not going to be a good employer. Doesn't matter how deeply you care about them. If you have to reinvent the wheel every single time for every little part of the employee process, you're not going to do a great job. Steve Rush: Guess a lot of the systems as well that you are talking to are actually when you are small in scale often unconscious or at the back of, you know, the own operators mind. But as you grow, they need to be shared and people need to understand them. Rhamy Alejeal: A system exists. Absolutely. It may just be that you know Steve makes a decision [laugh] every time and that's a system, but until they are standardized, public trained, some of the key pieces that are necessary to implement a process across an organization, it's very difficult for them to be improved. That's the genius of a system or a process. What I often train my small business clients to do is not try to invent whole cloth a better way to deal with an employee performance management, a performance management process. Maybe that's a bonus structure at the end of the year or an evaluation of their behavior or even a goal system. Don't start with that. Start with what you do now. Write that down, publish that, put that in front of the employees and say, this is what we do. And you will find within weeks, a lot of times. There are obvious, you don't need an HR expert to tell you, hey, that's kind of stupid we should do it different. Steve Rush: mm-hmm. Rhamy Alejeal: Right. Steve Rush: Yeah. Rhamy Alejeal: And make a small improvement to it. Systems processes, the great genius of it is that you can make a change and see the result, make a change, and see the result. And until you actually make it a public system, as opposed to one that just exists in your head, those iterations are very difficult to actually stick. So, the advantage isn't that having a system, lets people know what to do. Though that's not a bad one. The advantage is, is that the system allows itself to improve over time. Steve Rush: Yeah. So, I heard you talk about standard, standardization quite a bit Rhamy and I wondered how that sits alongside being agile and innovative and does one suppress the other? Rhamy Alejeal: It can, I mean, bureaucracy can kill a business. Steve Rush: Right? Rhamy Alejeal: I would say, you know, there's a line between chaos and order and you want to straddle it, right. You want the flexibility so that people can rapidly make decisions and experiment, but you need the order to make sure that everyone's going in the same direction. The information is shared freely so that good decisions can be made. There's a balance to be had there. What I find in most small businesses before hierarchies are heavily developed is that they are more chaotic than orderly Steve Rush: Right Rhamy Alejeal: Now when you're talking, for me, a 1500 person or 2000-person organization, I'm sure in 10 and 30,000 person organizations, it has been processed to death, right. There's a process for everything. They just may not be very good ones. They may not provide the flexibility necessary for employees to be able to well exist and grow inside of them, but in small businesses anyway, I often find that they're too far in the chaotic sphere. Steve Rush: Yeah, and it creates this discipline in the space, I guess, then to give that individual the opportunity to be innovative. Rhamy Alejeal: Absolutely. Steve Rush: Yeah. Rhamy Alejeal: Well, think of it. Think of it. Anything that has a process removes, significant mental load off those who need to figure it out, right. So, let's take a maternity leave as an example, right. I'm going to have a kid, I'm pregnant. It's three months in. I've got six months to figure out what's going to happen with my maternity leave. That is not the time for the business owner to be deciding what does maternity leave need to look like in our business. Steve Rush: [Laugh] Yeah. Rhamy Alejeal: That decision needed to be made while ago, right. And it may be that the decision they made a year ago and put in place and communicated and is easily accessible to the employee is not the optimal decision. It may very well be that. It's better to have made a decision in most cases so that the employee knows what to expect and knows how this is going to go then to have not made a decision and have to figure that out when you're staring down the barrel of a choice, a fun way to think about this is, perhaps you should think up the name of your child before the baby comes, right. Or at least before the epidural and you're knocked out on drugs, sorry, I've got a four-month-old. So, I'm a little into this world, right. We had to at least narrow down the list a little bit. Because if Liz, my wife had to make that decision, you know, under the epidural with the baby there, like I don't know what we would've been named, but I know she really loved Godiva Chocolate during the last couple months there. And I'm pretty sure it would've been Godiva [laugh] even if, David was born, so we got to put some time in upfront to make those decisions better. And I think that having the decision, having been made, having it as a process allows you to remove a lot of uncertainty. Steve Rush: Yeah. Rhamy Alejeal: And that uncertainty is a huge mental weight on your staff and you. Doesn't mean you can't improve it. You should improve it. Steve Rush: Yeah. Rhamy Alejeal: See how it goes, run it through. If there's an immediate obvious, problem fix it, but allow it to be a process rather than the whims of how you're feeling that week or, oh my gosh, we can't let that employee go on maternity, she's too important. I tell you that kind of stuff comes up and you lose that employee. She's too important to go on maternity. Well guess what? She's way too important, not to, right? Steve Rush: Yeah. Rhamy Alejeal: So those are the kind of decisions we want to make upfront. Steve Rush: Now Rhamy, you've had the opportunity of work with thousands of different people in businesses over the time and create and work with them around their systems. And I just wonder if there's a natural leveling or a pecking order on the systems particularly that businesses can't live without. And I just wondered if there was maybe one that sticks out above the others as being the most critical HR system or process that I might want to have in my business? Rhamy Alejeal: Well, gosh, I think, you know, I love all my children. You need to pay your people on time. You need a payroll system. You know when they work, you need time and labor. You need to know when they're going to work, you need scheduling. You need to know how to recruit. You need a recruiting system onboarding, off boarding. God, you need a way to fire people. And what happens when they quit? All of them are important, but I will say the one that separate the big boys from the newbies, right. I can often tell how developed an organization is by the existence at least, or complexity and depth of their performance management system. Now if you're a small business, the truth is, if you have seven employees, you know what all of them do, [laugh], you know, if they're doing a good job. You may not need an in depth, performance management system outside of maybe setting expectations, right. So that the employees know what to do, at least that, but you probably don't need an in-depth dashboard that connects and executives and HR and make sure that everything is connected. But what I often do is, one of the first things I try to deep dive in is, where are they in this performance management spectrum? On one hand, a small business where the owner provides nearly no expectations and nearly no review. And everyone is surprised when they're in trouble. That would be the bottom of the spectrum up to something like Google, where every single keystroke, metric, time spent, thought had, contribution made is analyzed by a machine learning algorithm to generate analytics and demographic data. And they know that you're going to quit before you do. Like, there's a whole other world all the way over there that honestly, I like to read about, but I don't get to play with much. If you are at marginal scale, say 20 to 50 employees, focusing on your management of your existing employees, your performance management can often have an outsized impact in both your turnover, your employee satisfaction, and your ability to deliver to your clients. Steve Rush: And that's where you get your marginal gains, right? Rhamy Alejeal: They come from everywhere. But absolutely it's much better to have a system in place that allows good employees to become great employees, right. And allows you to keep your great employees than not. And that's probably less work or less financial investment anyway, than a system that allows you to rapidly replace top performers with new people, right? Steve Rush: Yeah. Rhamy Alejeal: That's an important system too. Your top performers will leave eventually, and you need a way to do it, but for many businesses they could cut their turnover significantly just by really focusing in on that performance management piece. Steve Rush: And I wonder as well, the whole notion of performance management can sit differently with different focus or can't they, so some will thrive in the opportunity of having clarity and guidance and the process that follows that where others might feel a little bit uncomfortable and uneasy as they start to evolve that as well. What's your experience about some of the psychology that sits alongside performance management? Rhamy Alejeal: Well, that's a very good question. People creatives, which by the way, entrepreneurs and artists have the same brain, it's the same high risk, high reward drive a lot of times. So, you find that systems that constrain behavior are very important in a hierarchy. It's very important in a system, a business to give people places to go and know what to do. But you will often find that creatives and those who are more entrepreneurial, like a salesperson may find those constraints significantly more constraining [laugh] right. They may chafe under that pressure or the limited pieces there. For them you want to design performance management systems that are primarily around them setting their expectations, right. And then a method of making ensure that their expectations or goals align with the company's expectations and goals. It's a lot more a system of alignment than it is say, giving them a track to run on. Whereas in an accounting organization, you can be significantly more focused on very specific, measurable pieces. There's actually a great story of a company that did customs management. So, every time someone would come in, every time a shipment would come in, they'd have to fill out all this customs paperwork. And they moved to measuring their primary KPI for their direct frontline agent was not number of cargos filled out because some cargos required hundreds of pieces of paper, some required two, and counting the pieces of paper, which were government forms that had to be filled out by hand or in a typewriter. These weren't even digital forms because it was a customs international thing. They did it by the ounces, by the weight, by the weight of paper, they moved, literally. They had their intake and outtake replaced with scales. Steve Rush: Yeah. Rhamy Alejeal: And that was their primary metric every day and said, hey, are we improving or not? That sort of micro level of performance management may suit some, but likely would not do well with a group of aggressive salespeople, right? Steve Rush: Yeah, absolutely right. Yeah, I can see that. So, you managed to gather all of this experience and you threw it into the book, People Processes. Tell us a little bit about how the book came about and what was in inspiration behind it? Rhamy Alejeal: Well, People Processes the book came about because of a podcast that I did call Don't HR Alone. I did a daily podcast for about a year and a half, closer two years, really. Couple hundred episodes. They were daily 15 minutes, hey, we're going to dive in on this issue or there's a new compliance update, or gosh, Minnesota's changing their minimum wage. And what does this mean for you? Whatever I could find honestly, to fill a daily podcast but it did pretty dang well, and that actually led to the book deal. The book truthfully, I wrote almost 400 pages, single spaced in word over the course of six months. I'm effectively made an HR textbook. My editors took that and laughed at me and said, what are you trying to make around Rhamy? Because this thing, ain't no one going to read. this. [Laugh] right. Are you trying to make a college textbook that people will assign, or are you trying to make a book that your clients or your target clients would like to read? And that really changed everything. People Processes is a broad guide that lays out the key sections of the employee life cycle from onboarding to offboarding, right through termination and even alumni management. It lays out what the key processes are, what a good process looks like, what a bad process looks like. And then the last quarter of the book is actually almost a workbook. It's exercises for you to actually lay all this out in your own organization. The first quarter is justification for small business owners and boards on why they should invest in the time and energy in necessary on these. And the idea was, and again, I give credit to my publisher on this, was that this book would be an excellent book for all business owner to read, to get their head around or for an HR professional to read quickly. It's nothing earth shattering in there. There's some good fun insights and some great stories, but to read and then pass on to the executive or the boards that they have to work under because it will show them both why it's important, and how it can be accomplished in a reasonable manner. Steve Rush: Yeah. Rhamy Alejeal: And that's where the book sits. If you're an HR professional, who's Sherm certified and done this for 10 years, you're going to find the book to be fun and entertaining and cover all the basics [Laugh]. Steve Rush: Yeah. Rhamy Alejeal: But if you're a small business owner, who's looking at maybe be turning in inward for a little while, you've got the business growing, but you're realizing that the pieces inside your company, aren't up to the task of delivering on the promises and clients that you've been able to make and gather. This is the book for you, because it will give you the steps you need to get this well, moving inside your organization. Steve Rush: Awesome. And if you think about the journey that we've all been on over the last couple of years through the pandemic, as we hopefully start to move beyond the pandemic, how have you seen people change their approach to processes and their people? Rhamy Alejeal: Well, HR has been a hot topic over the last few years, of course. In the U.S., especially we had lots of diversity equity and inclusivity issues, and then the pandemic changed everything. And suddenly CEOs started realizing that their processes for keeping up with their people were heavily reliant on management by walking around, right. You had managers and they just kind of talked to their employees every day and sat next to them. That was a big part of management. That doesn't work very well in a remote world. It doesn't work in a global world where it may be 9:00 AM my time and 3:00 PM your time. Many companies were able to adapt very quickly to the pandemic and remote work and hybrid offices and the globalization of the marketplace very well, because they were already there. They already had the processes in place to manage remotely and not just rely on the gut of the manager, right. But the ones that didn't were hit very hard and they, I think over the last two years, three years have learned that they have to have processes in place to be able to scale that people's side of their operations. Steve Rush: Yeah. Rhamy Alejeal: Both over a larger staff, but also over time at distance. Steve Rush: Yeah. It's that moving from one place to another place, but if it's not there in the first place, then you're going to end up back in that chaotic basically you articulate earlier, right? Rhamy Alejeal: Absolutely. Steve Rush: Yeah. So, we're going to flip the lens a little bit now. You've been leading people and teams, since you were 16 years old from those grass cutting days, right the way through to now where you've got a really large organization. So, I'm really keen to hack into that leadership experience of yours. If you had to dive in and think about the top three things, the top three leadership hacks, what would they be? Rhamy Alejeal: I think there are a few places where everyone can improve. Of course, one piece of leadership is to understand and embrace that you are on stage, that what you do matters. It is the price of leadership. And it's not really a hack. It has nothing to do with people processes to a large degree but know that your organization is a reflection of you. And I find that often my business does best when I think about improving parts of my life that are not relevant to my business, right. Being in better shape and having a closer family and having a better balance, it shows, and it matters. So, no matter what processes and what technology and where your industry's at. Know that by signing up to lead an organization, either through entrepreneurship or in an executive role, you are signing up for a public role, a role where you will be judged in a role where the things that are not necessarily exactly tied to your performance at work matter, it's a public role. So, some people just need to hear that and understand that is what it is. Steve Rush: Like It. Rhamy Alejeal: It's a tough thing. Next up would be that the genius of processes, as we mentioned earlier, is in their iteration and improvement. Many people, especially leaders are high performing individuals who have turned in perfect papers, their whole life, right. Who have been at the top of the pack, the fastest runner, the best player, the top academic, and they've done it through hard work and perseverance. Business is a little different. Business never has an in season. Well, most of them anyway, unless you're running a football team. Steve Rush: Yeah. Rhamy Alejeal: But most, it's going to go on forever. And the great genius of systems is that you can put one in place and then improve it and improve it and use the scientific method. Change one thing, see what the effect is, change one thing, see what the effect is. It's so much more valuable for you to put something in place and then improve it than it is for you in your great leadership genius, to sit in a dark room with Brandy and think hard for hours and come up with the perfect answer because you won't, there's no chance of it. It's just too complicated. So, I try to pull back my clients from feeling like their unique genius has to be expressed through any system inside their organization, allow it to exist and then make sure that a part of the system is to improve itself. And it will over time become significantly better than anything you alone could have dreamed up. Steve Rush: Great. Rhamy Alejeal: The final piece of leadership hack that I would say is, just a random kind of piece of information is to always think at the front lines, many organizations and a lot of times in the smaller organizations, as well as the larger ones, the executives think about other executives. If you ask a small business owner, who do you want to hire? It's always me, right. I want someone who's going to read my email, reply to it as if it were me, make my decisions, handle my books, and talk to my clients and just do me. And that's unfortunately not going to happen. Steve Rush: That's right. Rhamy Alejeal: Instead, look at what you do on a day-to-day basis and break it into the smallest job possible. The most focused job possible. One of the exercises I have my client go through as a true hack is to design your org chart for what you envision the future of your company to be. Recognizing that there are only 12 of you now, or 20 of you now. In my organization, our org chart is about twice as large as we are currently. We actually review that org chart quarterly, and that org chart is about half empty. And we've done that since we had three employees [Laugh] Steve Rush: That's great. Rhamy Alejeal: We had six people on our org chart and that gives you a direction to go and recognize that you, as the executive in a small business are probably doing seven jobs and your top people are probably doing three or four and that's okay. But think about them as unique individual jobs that have different requirements, descriptions, metrics, goals, competencies, skills. Recognize that in a small business, you may be doing multiple jobs, but think about them as individual ones. And that will give you a path to growth significantly faster. It will help you understand where your next hire are going to be and what needs to be done. And then fill in from the bottom to the top, the number of seven-person, small businesses I've spoken with that have a CEO, a chief marketing officer, a director of finance, a COO, a receptionist and a bookkeeper, right. And I'm like, wait, hey, hang on, buddy. You got to always start. And especially if you're new to hiring and scaling a business, start with the smallest job, you're going to screw it up. Might as well be that rather than a partner, Steve Rush: Next part of the show, we call it Hack to Attack. So, this is typically where something has not gone well, might have even screwed up, but as a result, you've learned from it. And it's now a force of good in your work or life. What would be your Hack to Attack Rhamy? Rhamy Alejeal: I've screwed up so much. It's hard to pick. When I started my company at 22, I had $105,000 in the bank. I rent a quarter floor and a high rise because I needed a beautiful place for my clients to meet me. I was spending $5,000 a month on marketing and advertising, and I didn't know would be successful. Six months in I had $4,000 in the bank and a payroll due of five and a rent due of five in like three weeks. And it's only gone down from there. We did well. We survived that, but multiple times throughout my business, I have come to these points of near utter failure. I have sobbed in my office. When I first launched payroll eight or nine years for example, my sister who'd worked with me for years. Young college student, she really took it over. She took over payroll. She helped me find the company that we purchased, which she helped me with every client. She was the head of payroll. And after graduating and then getting her master's degree, well, I couldn't afford to pay her as much as a big accounting firm. And it was right for her to move on. But man, I sat in my office and cried [laugh], why are you leaving? I thought we were going to grow this together. And it was incredibly painful. Steve Rush: Yeah. Rhamy Alejeal: Some of the lessons I've learned, every single one of those issues has forced me to find a better way. And they have been the points of the greatest growth in my organization. Steve Rush: Yeah. Rhamy Alejeal: Every single time, every single time without fail, I have actually come to like when reality steps up and punches me in the face and says, you're doing it wrong. There's a major problem. So, try in that moment to take a deep breath and think. I'm so lucky that it happened now and not two years from now, two years of wasted work when I'm just building further into the structure that doesn't work. So, look out for those moments and consider them an opportunity. Steve Rush: Super advice. Thank you, Rhamy. The last part of the show, we get to give you a chance to go and do some time travel now. Bump into Rhamy at 21, give him some advice. What would it be? Rhamy Alejeal: I'm going to say 22, because that's when I started my company. 21-year-old Rhamy was going to be a physicist. He was pretty sure. So, that didn't work out. But 22, the day I opened my company. Some of the advice I would give me. Some of it I wouldn't need, but reading, learning every day is a huge value. I don't know that I need to tell myself that I've read and listened every day. So, it made a big difference. I think for most, it shocks me the number of successful businesses who don't just look at a library and salivate and go, oh my God, there's just so much success in there. I got to go look at it. I got to go read it. So that's my number one piece of advice for a younger person. For personally. It would be that this is going to be harder than you ever expected. And the spreadsheet you made, you know, everyone makes a spreadsheet a couple months before they start their business. Steve Rush: That's right. Rhamy Alejeal: And they project out and say, hey, five years, I'm going to be making money. And in 10 years, I would tell myself, that my spreadsheet is way optimistic for the first five to seven years of my business, that I was underestimating how incredibly difficult and hard this will be. But I would also say that my spreadsheet at 10 years has way underestimated how good it can be. Steve Rush: That's nice. And that leads me to ask of you Rhamy, how we can get our listeners to connect with you? Find out a little bit more about the work that you and the firm do, but maybe you'll get a copy of the book? Rhamy Alejeal: Oh yeah. Well, peopleprocesses.com is our website. You can search People Processes on Amazon to find in the book. It's also linked from our website. @peopleprocesses.com. We have some great free resources for subscribers, including things like overall templates to use, great onboarding checklists, ways of setting up a performance management system. Up at the top there's an academy where you can sign up for courses. That'll help you develop this in your own organization. And of course, right on the website, there's a contact us where you can reach out and schedule time with my staff or even me to figure out if we can work together. We work in the United States, but our academy is internationally focused and can help you with anywhere across the world. Steve Rush: Excellent. And we'll make sure that's in our show notes so that as people finish listening, they can dive straight in. Rhamy Alejeal: Wonderful. Steve Rush: Rhamy I've really enjoyed chatting to you, and it's no surprise that you've made an enormous success in helping others build their business in the way that you've built yours. So, I just want to say thank you for taking the time out of your busy schedule, to be on our show and thanks for being part of our Leadership Hacker community. Rhamy Alejeal: Thank you, Steve. I really appreciate it. Steve Rush: Thank you Rhamy. Closing Steve Rush: I want to sign off by saying thank you to you for joining us on the show too. We recognize without you, there is no show. So please continue to share, subscribe, and like, and continue to get in touch with us with the great new stories that we share every week. And so that we can continue to bring you great stories. Please make sure you give us a five-star review where you can and share this podcast with your friends, your teams, and communities. You want to find us on social media. You can find us on Facebook and Twitter @leadershiphacker, Leadership Hacker on YouTube and on Instagram, the_leadership_hacker and if that wasn't enough, you can also find us on our website https://leadership-hacker.com Tune into next episode to find out what great hacks and stories are coming your way. That's me signing off. I'm Steve Rush, and I've been your Leadership Hacker.    

Show Summary Human Resource plays a vital role in better business success and enhancing workforce management.  In this episode, People Processes' Rhamy Alejeal shares what a well-functioning HR operation looks like and what does it take to do it well. When your company is rapidly growing, it is one of the signs to turn your focus internally - on your people. Rhamy discusses with us other signs on when it is best to get help from HR resource. He has been working with Profit First coaches for the last three years as their go-to HR resource and he is going to share in this episode why Profit First Professionals work with People Processes. A well-designed human resource system is a force multiplier of your labor. Listen to this podcast now!   Website: peopleprocesses.com   Corporate Partner: People Process - https://peopleprocesses.com/

In this HCI Podcast episode, Dr. Jonathan H. Westover (https://www.linkedin.com/in/jonathanhwestover/) talks with Rhamy Alejeal about why HR matters, beyond just covering your butt! See the video here: https://youtu.be/i1w1ArwCH1U. Rhamy Alejeal (https://www.linkedin.com/in/rhamy/) and his wife, Elizabeth, are the owners of People Processes, a provider of integrated, automated HR processes. Rhamy and his team work with hundreds of companies across the United States, helping them learn how to stop pushing paper and start prioritizing people. In addition, Rhamy serves on the Federal Reserve's Industry Council on Healthcare, providing insights into employer costs and how they affect businesses in today's marketplace. He holds a bachelor's degree in financial economics and an MBA with a focus on economics. His book, People Processes was an Amazon #1 best seller in the HR category, and one of INC.com's Top Ten leadership books in 2018. Please leave a review wherever you listen to your podcasts! Please consider supporting the HCI Podcast on Patreon. Check out the HCI Academy: Courses, Micro-Credentials, and Certificates to Upskill and Reskill for the Future of Work! Check out the LinkedIn Alchemizing Human Capital Newsletter. Check out Dr. Westover's book, The Future Leader. Check out Dr. Westover's book, 'Bluer than Indigo' Leadership. Check out Dr. Westover's book, The Alchemy of Truly Remarkable Leadership. Check out the latest issue of the Human Capital Leadership magazine. Ranked #6 Performance Management Podcast Ranked #6 Workplace Podcast Ranked #7 HR Podcast Ranked #12 Talent Management Podcast Ranked in the Top 20 Personal Development and Self-Improvement Podcasts  Ranked in the Top 30 Leadership Podcasts

Ep. 125 - In this episode, Chris is joined by Sandra Halling, founder of The Data Mavens, to discuss finding balance in your business. Sandra is dedicated to helping entrepreneurs and executives design their workflow and systems to feel organized, have peace of mind, and prioritize what matters to them. If you're ready to learn how to develop better work habits and achieve aligned productivity, you don't want to miss this episode.

In this episode, Chris is joined by Sandra Halling, founder of The Data Mavens, to discuss finding balance in your business. Sandra is dedicated to helping entrepreneurs and executives design their workflow and systems to feel organized, have peace of mind, and prioritize what matters to them. If you’re ready to learn how to develop…