Dive into a riveting dialogue with HR Director, Collin Gehl, as we navigate the terrains of workplace safety, self-care, and diversity. Discover how Say Yes to Education shapes a resilient and supportive environment amidst crises and the role of HR in fostering growth and opportunity.

Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Employee support exceeds the punishment.
• Self-care as a personalized strategy.
• Diversity fuels organizational success.
• Addressing trauma in HR practices.
• Communication key in HR development.

Resources:

• Staff Geek 
• Say Yes Buffalo

Connect with Collin Gehl:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 00:45 - We embed self-care in everything that we do. So including our supervision. So we've created policies and procedures that have helped to set up success for our full team. And as part of embedding self-care and everything we do, including supervision, if we've noted a slip in a performance, we're not quick to sort of penalize someone or assume that someone is being lazy.
• 6:30 - I encourage, you know, our staff, you know, whether or not they're here to take actual, take a break, walk away, you go for a walk. And we have about 60% of our staff are school-based. So they are, their offices are in Buffalo Public Schools because they're doing a lot of support for the students in Buffalo. And so, you know, I encourage, you know, those individuals, whatever you need to do in order to sort of take some time away during your day, at least do at least take them 30 minutes. 
• 10:41 - We all are committed to the vision of our organization and our missions of our organization, really all about sort of helping to support students in Buffalo to be able to reach their full potential, whatever that looks like. And because we are all committed to that mission, it doesn't matter that we are, you know, that we're different. We all are working towards that mission and we're able to be successful because we have these different perspectives but we all have that same goal. And how we get there may differ, but we all have that same goal. We're all gonna reach it.
• 25:05 - It really fascinates me with these organizations that are so punitive towards their team, you know, where they just, they try to do things based on fear or  you know, when someone says, you know, they're, look, they might be looking for another opportunity, they get all upset. And I'm like, why?
• 13:13 - That was a surprise. Someone that I had done a presentation to a class at a local university like five years ago. And this person reached out to me and said, I remember when you gave your presentation, I had, would you mind allowing one of my students to shadow you for a day? And I said, sure, sure. You know, send him in. And he came in, he just love say Yes, he loved the vibe. And he was like, oh, I would love to like stay, like, do you have any openings?

Dive into the world of HR with Shane Fisher, Director of Human Resources at Built Brands, as he shares his inspirational journey in employee development and the creation of a dream company culture at Built Brands. Get ready to discover the power of 'giving them pie' and the success stories that define the heart of HR.

Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Shane Fisher's late HR start
• Developing Built's company culture
• Creating the Built Leadership Academy
• Staff empowerment and investment
• Shane's success story in HR

Resources:

• Built Brands
• StaffGeek 

Connect with Shane Fisher:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 8:08 - I think I, I wanna build a leadership academy. And she was like, do it. You know, she was just like, do it, it's yours. Go. And so I was like, alright. And so, you know, the Built Leadership and Development Academy came to life.
• 9:15-  It's so cool, just in this past course, you know, we had individuals who came back the following week and they were like, I was looking over my team and this person has this leadership style, and this person has this leadership style, and I think if I help them to develop that, then they're gonna be great in this position. And, you know, I almost like turned around and cried. I was like, oh my gosh. You know, it works.
• 14:01 - We realized being a manufacturing company, you know, we have our day shift, we have our swing shift. And so we came to the realization that not everyone's gonna be there at 10 o'clock or one o'clock. So we actually have three courses now. So we have a one o'clock for the day shift, we have a three 30 for the afternoon shift, and then we come in later at like seven or eight at night for our later shifts.
•  22:31 - If you don't have a positive culture, if you don't have people who really want to be here, who believe in the company, then how would those people ever benefit Built, you know, by focusing on them and, and helping them hit those goals and have that happiness and be successful and you know, go and see our product on the shelves and be like, that's what I do. I've made that. That's, that's how we benefit that. That's always got, you know, the best interest of built and the best interest of our team members.

Join us as Jodie Cenci, HR Director at Primary, shares her deeply personal journey with chronic illness and disability. From uncertain diagnoses to discovering fibromyalgia, Jody opens up about the transformative power of workplace flexibility and representation. Her story is a masterclass on empathy, resilience, and advocacy for inclusive work cultures.

Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Jody's struggle with an invisible illness
• Fibromyalgia's daily impact on work
•  The importance of workplace flexibility
• Navigating HR while managing disability
• Building supportive company cultures

Resources:

• Primary
• StaffGeek 

Connect with Jodie Cenci:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 2:28 - It still really amazes and saddens me how little representation we have of people with disabilities. So I think it is so important. And if me as a kid, if I could have seen something like that, I can't even imagine what that would've done for my confidence to just know that like, this isn't just something that's happening to me, there are other kids like me. So it feels really special being able to work with a company that's moving that message forward.
• 6:46 -  I'm an HR team of one. So I was playing both the role of HR and disabled employee in my own interactive process, which I was having with my managers who also happened to be the CEOs and Co-founders of my company. So like there was just nothing normal about like how any of this was happening. Layer on top of that, like for all of the HR people listening, we were about a week away from mid-year reviews and a month away from open enrollment. So like, the idea of going on leave just seemed like completely impossible, but also seemingly very unemployable. Like, but how do you do reviews in open enrollment with no HR?
• 16:26 -  I think it's also true with a lot of disabilities, and it's certainly true with fibromyalgia, that my disability varies day to day, sometimes even hour to hour. You know, like yesterday I had a great day and I barely remembered that I had fibromyalgia, but a different day, like last week, I had a day that I kind of could tell from the get-go was not gonna end as a good day because I had a lot of meetings and sure enough, by the end of it, like unfortunately it was an interview and I was like trying my best to keep it together, but like my brain fog was real and, you know, that was a struggle. And some days I don't have enough control over my calendar to be able to prevent it and I kind of just have to like now address it head-on.
• 18:47 - I will say, so like being in HR, not only do I typically drink the Kool-Aid like I'm usually the one pouring it. Like my level of engagement is usually very high and I will say it's never been higher than it is right now. And that is the power of treating your employees like the people that they are and letting them kind of work through these things.
• 24:42 - So far, like, okay, I did get like a pretty nice voice control software, but like my hand pain's pretty bad, but like the first thing I asked for was a $25 mouse. And I was afraid to ask for that because like, I was afraid to use any budget. So like there's just things that like we can do to make this process less scary. And maybe that's because like I have HR brain of like always thinking about like, you know, HR is a cost center, how am I gonna frame this, you know, as value add. I'm like, I just need a new mouse. So it's certainly opened my eyes to what the accommodation process is really like.

Get insider HR wisdom as Nikesha Madison Director of Human Resources at The Raley’s Companies, dives into the dynamics of merging teams, fostering partnerships, and building trust within an organization. From impactful leadership to cultural integration during acquisitions, this episode is a goldmine for anyone passionate about creating a supportive, community-focused work environment.

Here are a few of the topics we’ll discuss on this episode of People Analytics:

• HR's role in strategic partnership
• Change management in mergers
• Transparency breeds trust at work
• Celebrating achievements in HR
• Continuous learning in HR leadership

Resources:

• The Raley’s Companies
• StaffGeek 

Connect with Nikesha Madison:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 15:55 - It's important to acknowledge what we've achieved. You know, we all work together. We have goals that are set out in front of us, and it's important to recognize those achievements and to celebrate them so that we are all motivated to keep going. I think celebrating your achievements motivates you to achieve more.
• 17:36 - I would say to leaders to be open and honest, but also to be, have an open door for people to ask questions. So I think it's important that team members feel that they can initiate a conversation around what they're feeling and not just when a leader comes to them. And then for those who are not in leadership, I would say don't be afraid to ask questions. It's hard, as a leader, to always know exactly what everybody wants to hear and know. So I would encourage people to ask questions.
• 06:34 -  So when it comes to combining two teams, is really, that's kind of what an acquisition or a merger is, right? You have, you know, a team here and a team there, and you're really wanting them to operate as one team. And so one of the things that I've seen is that you wanna look at what both areas are doing and take the best practices from each and that, you know, kind of creating a dynamic where you're doing, you know, really, really good things now because you've taken best practices from both sides. So, but change is hard, right? And it's, it's really hard for people to step away from things or habits that they've created over time. So really being sensitive and attentive to the change management dynamic of combining any two teams and communicating the why around any particular thing or idea is really, really important. Because people wanna see the benefit of a change. They don't wanna just change for the sake of changing that doesn't feel good, but understanding why that is, is very important. So I like to make sure that we communicate why we're doing things.
• 03:25 - I wanna know from that person what is the ultimate goal? What are you looking to do, how and how I can help achieve that. And then really kind of just laying out the options as I see them based on the policies of the company or the laws that are applicable and just kind of laying out like the if then scenarios, like, if you do this, then this may happen, and then have them make the decision
• 1:19 - So partnership is very important in an HR role because a lot of times the perception is that HR is there as kind of a policing agent, but really we wanna be a partner, we wanna be a thought partner on strategy. We want to be there not to create a hurdle, but to help you identify risk and then come alongside you to meet the goals that you've set for the organization. And when I say you, I mean our operational partners. We also, in my role, partner very closely with some of our other stakeholders in the organization, such as our security or asset protection department, because we are both responsible for ensuring the physical and emotional safety of our team members.

In this episode, Lindsay Patton interviews Amanda Zouroudis, the Director of Human Resources at Shipium. They discuss the changing role of Human Resources and the importance of building trust in the workplace. Amanda shares her journey into Human Resources, the transition from a startup to a larger organization, and her strategies for understanding and supporting employees. She highlights the need for Human Resources professionals to be hands-on, business-oriented, and data-driven. Additionally, Amanda emphasizes the significance of building trust through active listening, open dialogue, and a focus on individual needs.

Amanda Zouroudis has ascended the ranks of Human Resources leadership over her career, currently steering the ship as the Director of Human Resources at Shipium. With dedication and a relentless pursuit of excellence, she's spent over a decade shaping workplaces and nurturing talent, from sunny Miami to leading the charge in remote Human Resources initiatives, making her an inspiration in the world of Human Resources. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Building trust in the workplace involves demonstrating that HR understands individual department needs and acts as a strategic partner.
• Lack of structure in a remote environment can be challenging for some.
• Different stages of a startup require different levels of adaptability.
• The importance of having open conversations to uncover the root cause of dissatisfaction.
• Supporting employees through transitions involves offering various forms of assistance.
• Being present and available for someone during their transition is a valuable and compassionate act.
• Personalized follow-ups and check-ins demonstrate care and concern for individuals facing career challenges.

Resources:

• Shipium
• StaffGeek 

Connect with Amanda Zouroudis:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 01:21 - “Understanding what makes the business successful, what the business needs, looking more future forward and strategically and holistically as to what are the gaps? Where's the business trying to go? How can we leverage our people and bringing in the right people to further expand the goals of the company so that everyone there can be successful. I think it's really important that, we consistently as HR professionals work on kind of revamping our relationships and our own kind of branding so that people can see us as a partner versus as just kind of like that negative, you know, I only see you when I'm hired and fired type of dynamic. And in a lot of startups and smaller companies, you don't necessarily have that dynamic.”
• 02:09 - “But I do think it's really important that as HR gets more visibility at the table for executive teams and decision-making, that we really understand the business and bring data so that we can justify why we're making recommendations or why we're, we're pushing forward strategies that align to the greater business cause.”
• 09:13 - “I'm not just here to police people on their time off or move people out or be super cutthroat about performance management. Does HR have to handle all of those things? But I think there's a way you can approach all of those things. And it always starts with having the right relationship, so you can partner with people, even if it's folks that maybe aren't the right fit or possibly are off track for what the expectations are. And I think that's where you can leverage your relationship to have not just positive conversations, but to have open dialogue around things that sometimes are more difficult to talk about.”
• 16:20 - “I feel like in the HR role, it's unique in that you kind of get to know all three of those things or more facets really. Like we represent the business. And we need to ensure the business succeeds, but that all rides on the people that are in place. So I don't want to call it pressure, but some of the importance of figuring out, do you have the right person in the role, is really understanding that person and their perspective and their relationships within their realm of the business. And it's also making sure you don't just gloss over something and you really give someone an opportunity to explain what's happening for them.”
• 23:25 - “So what we did is we pretty much set up like mini workshops where people could sign up who were in the layoff. We helped them rewrite their resumes. There was a couple of people that did like practice interviews with my worker. We actively were basically like scouring and forwarding job links and sharing our networks and like warm introducing folks to companies that we're hiring.”

In this episode, Dalamu Sherpa, HR Director at I’RAISE Girls and Boys International Corporation, shares her unconventional journey into HR and her commitment to mentoring interns. Dalamu discusses her experience starting as an intern in a mall and her relentless pursuit of HR knowledge. She emphasizes the value of resources in career growth and the importance of support in the workplace. She also shares her approach to training interns in HR, creating engaging newsletters, and promoting transparency as a way to humanize the field of human resources.

Dalamu Sherpa is a dedicated HR professional and current Master in Management student at Fordham University Gabelli School of Business. With a passion for cultivating positive workplace cultures and fostering employee well-being, Dalamu has over two years of experience as a Director of Human Resources at a New York City non-profit, where she leads various HR initiatives and mentors students in the field. Outside of work, Dalamu is an outdoor enthusiast and enjoys volunteering as an Ice Skating Coach, embodying the importance of work-life balance. Here are a few of the topics we’ll discuss on this episode of People Analytics Podcast:

• Dalamu's HR journey began as an intern at an ice skating rink in a mall, where she discovered her passion for human resources.
• Despite not initially landing an internship, Dalamu persevered and found an unpaid HR internship at I’RAISE Girls and Boys International Corporation.
• Dalamu emphasizes the importance of continuous learning and shares her involvement in various training and certification programs.
• As an HR Director, Dalamu takes pride in mentoring interns, providing shadowing opportunities, and preparing them for success in the HR field.
• Teaching interns about the full recruitment process and using AI tools for drafting job descriptions.
• Designing newsletters using Canva to keep employees informed and engaged.
• Emphasizing the importance of education for leaders to understand trends and stakeholders' values.

Resources:

• I’RAISE Girls and Boys International Corporation
• StaffGeek 

Connect with Dalamu Sherpa:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 08:54 - “I have three at the moment who intern with me for either three months or six months, depending on the program that they're doing. I usually like to ask them, what's your preferred timeline? Right? What's your preferred timeline? What is your availability like? So that they have that nice flexibility going on. And as their supervisor, I like to make sure that they're learning about the human resource field. So it's like a shadowing. I like to give them shadowing opportunities and like just allowing them to ask me questions. And I also like to just do either one-on-one training or group training. And it just becomes like a teamwork effort of learning together.”
• 17:28 - “So newsletters, we started launching it this year, let's call it launching, right? We started launching it this year. It's been six months now. The newsletter has been really helpful with not only like keeping the employees, but also like the volunteers, contractors and interns informed about what is going on with the organization, what are the trends that's happening, what is the policy change that might be happening, right? So just making sure that everything is up-to-date, that we are being transparent about what is happening with the organization, if there's any hands-on opportunities that might be happening, making sure we share that.”
• 15:46 - “It doesn't always have to be like Google searching and being strict about like, “oh no, I cannot use AI at all”. But, rather having them just feel free to use AI to be able to draft the, the descriptions, making job postings, anything like that. But it's just like that whole HR but like the administrative part that I like to train them about. And then I also, we also do newsletters together, designing newsletters, using Canva and doing layouts or sending out like mass newsletters or mass email through the emails.”
• 19:32 - “In the newsletter, we have left this spot that says, “give us a feedback”. Give us feedback. We think about the newsletter and by just emailing the HR team. So we have had a couple of staff members let us know, “oh, the newsletter is very engaging”, “Oh, thank you so much. This is so informative”. So even if not all staff have to respond, not all team members have to respond, but just those comments have been so valuable and just letting us know, hey, we are doing a good job.”
• 22:56 - “So for our organization, one of the things that I have been working on and that I am promoting is, which I think it already happens everywhere, transparency. Transparency and what is happening with the organization? What are we planning to do? Making sure that we keep our employees informed. And just for them to not only feel, but for them to know that we care about you and the newsletter helps with that part a bit. And also, you know, like when employees have any concerns going on, being available for them. So whether it is like email communication, phone communication, making sure that I let them know, “Hey, I'm here for you”.”

In this episode, Kate Walker an HR Specialist and the Founder and CEO of Kate Walker Consulting. Kate shares her wisdom and experiences, discussing the importance of learning from mistakes and the service-oriented nature of HR. She also addresses the stigma surrounding the industry and highlights successful initiatives she has implemented. Additionally, the episode delves into the benefits of engagement surveys in revolutionizing companies by improving communication, cultivating feedback, and creating a stronger workplace. Finally, she talks about her work as an HR consultant and empowers women to take chances and go after their goals.

Kate Walker, SPHR, SHRM-SCP, an accomplished Leadership Consultant and HR expert, is the Founder and CEO of Kate Walker Consulting. With a career spanning several renowned global companies, including Nintendo and the United States Tennis Association, she possesses a wealth of experience in optimizing leadership, talent strategies, and human resources. Her journey culminated in becoming a published author, cementing her status as an authority on executive leadership, personal branding, and speaking to influence. In her upcoming masterclass, Kate Walker unveils the key steps that transformed her dreams into a published book, sharing invaluable insights on achieving career milestones and embracing self-empowerment. Here are a few of the topics we’ll discuss on this episode of People Analytics Podcast:

• The HR industry is rooted in service, with professionals helping individuals navigate various aspects of their careers and lives.
• The perception of HR is shifting, with the emphasis now placed on HR professionals being partners and collaborators, rather than enforcers.
• Successful HR initiatives often involve team engagement exercises, such as SWOT analyses, to gather diverse perspectives and drive actionable solutions.
• Refreshing and revamping company meetings can greatly enhance communication and engagement.
• Kate's book is set to release on October 24th and she is using this time to build excitement and anticipation.
• She is feeling a mix of emotions during this time, from empowerment and excitement to moments of doubt and vulnerability.

Resources:

• Kate Walker Consulting
• StaffGeek 

Connect with Kate Walker:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 00:25 - “I've always been service-oriented, but at this point in my career, my “why” is taking all of my knowledge, all of my wisdom, all of my learnings, all of the things. And in my career, I've seen behind the curtain, in the C-suite behind closed doors, taking all of that information and sharing it with people, letting them know the answers to their questions or burning questions.”
• 03:25 - “Coming to HR and we're servicing people, we're helping people. And people coming to HR have small questions or have really large life-impacting questions. We're talking about their career, we're talking about their life, we're talking about their compensation, we're talking about maybe they're taking a job with the company and they've got to move cross-country. The questions that come into an HR department are endless. And I loved it. I really loved when someone felt like they had been successfully helped, or the family got the information that they needed, or they got some information or advice that would help them in their career.”
• 07:00 - “I feel like the industry is shifting a little bit in that you do see HR as a partner. And I think that that's so important. I know I want to be seen as a partner when I'm in this work. I don't want to be seen as the HR police. I think you and I talked about in an earlier conversation, that's not how I want to operate. So I know when I'm in an HR culture, I'm on an HR team in an HR division, I really want the vision for that work to be partnership and not the HR sheriff.”
• 09:56 - “That's another tool that I really am very fond of. Our engagement surveys, company-wide engagement surveys, which can also be called pulse checks, where we're really getting a temperature for the company, their thoughts on how's leadership going? How's your personal development or your professional development going? What are your thoughts on the benefits? So there's a wide variety of questions that we can ask in an engagement survey where we can get back the quantitative data, we can get “75% of the company feels this way” as well as qualitative data. I love qualitative data because that's really like the rich data where people share their perspectives and points of view.”
• 13:30 - “So that's something I think companies need to be mindful of, what surveys are we doing at the company? How often, what's the cadence? So I think for a company-wide engagement survey, I'd recommend once a year to do an engagement survey because then people know we can also measure the results year over year. So I think that you don't want to give people survey fatigue and then you need to know what are we asking and why, what are we getting at? And certainly you don't want to ask questions that you would never be able to work on or fix.”

In this episode, John Petrusa, the Human Resources Director at Wiers, talks about the intriguing field of analytics in HR. John shares his journey into analytics and emphasizes the merging of analytics and people. He highlights the importance of statistics in leveraging HR data for organizational success. Additionally, John discusses the significance of storytelling in data analytics and its impact on businesses. He also delves into the servant leadership model and how it can revolutionize the way organizations operate. This episode encourages HR professionals to become advocates rather than mere enforcers and offers valuable insights for using HR analytics to help organizations thrive. 

John Petrusa's career trajectory in human resources has been distinguished by his pursuit of excellence. With a foundation in psychology and a Master's in Human Resources from Loyola University Chicago, he's honed his skills through key positions such as Chief HR Strategist at Taylor Group Insurance Agency, fostering a full-service HR consulting practice, and as an Adjunct Instructor at Loyola University Chicago. Currently serving as the Human Resources Director at Wiers in Indianapolis, Indiana, since May 2023. John leads HR strategies, utilizing his extensive background to make a significant impact on the organization's workforce, culture, and performance. Here are a few of the topics we’ll discuss on this episode of People Analytics Podcast:

• John's fascination with math and statistics from high school led him to explore analytics in Human Resources.
• Quality control has allowed John to apply statistical knowledge to HR, enabling him to demonstrate the value of HR to an organization.
• Understanding the “why” behind red flags in analytics is crucial for improvement and problem-solving.
• Trust, empathy, and autonomy are essential components of high-performing organizations.
• HR professionals should embrace HR analytics and compelling stories.
• Being an advocate, rather than an HR cop, can lead to success.

Resources:

• Wiers
• StaffGeek 

Connect with John Petrusa:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 08:27 - “And what makes up good research is good data. And the validity of good data. And so, part of the class was helping students understand what that is and what those scores are telling them about what is good research so that they could take that research and apply it to their organizations. So being able to understand what statistics is really telling you about validity is important.”
• 10:20 - “My message to my students was that if you want to sit at the big table… Everybody wants to sit at the big table. They want to be involved in the room where it happens. So I said, finance people are talking about forecasting and projections, marketing, sales forecasting, projections. You have got to be able to do that if you're sitting there at the table. So talking in the language of statistics, forecasting and projecting where the HR world is for an organization is critical to being able to be accepted, in my opinion, at the big table. So that's the language of businesses data.”
• 12:00 - “So [HR] can track all that data and project out into the future where that's likely to go. How many males, how many females, how many ethnicities and all like that to be able to project out what that demographic picture's gonna look like for our future. And then for me, I would like to take that and expand that sort of analytics to include things like skills. So skills inventory within my organization, how many technicians, how many practitioners, how many individual contractors, what are their skill levels today. And I'm projecting out into the future what that need is going to be.”
• 19:05 - “I think it's just simply called Servant Leadership. And it's about creating this organizational structure around an inverted triangle. So most organizations picture a triangle with the CEO at the top of the pyramid, and the lesser people at the bottom of the pyramid and Greenleaf said “no, that's not the way it's supposed to work”. The CEOs or the leadership of organizations need to exist so that the rest of the organization can function in a way that serves customers at its top. Because that's where the magic happens.”
• 25:26 - “But the point is that I see very many people who don't understand that they've got the power to solve problems, whether it's HR or whether it's sales, finance, customer service. They don't feel like they've got the power to be able to fix things, which is a shame in my opinion. So for me, in my HR team, I've always told people that they've got more ability than perhaps they even know, even see in themselves. And so that issue of empowerment within that servant leadership model is a powerful driver.”

In this episode, Francisca Manning, the HR Director of LCS Facility Group, about the unique challenges and successes of working in HR within a manufacturing environment. Francisca shares her experiences with union regulations, safety protocols, and navigating a male-dominated industry. She discusses the importance of building and strengthening relationships, observing group dynamics, and supporting individual workers through training and encouragement. Francisca also shares insights on finding confidence through learning from past experiences, finding inspiration from podcasts and TED Talks, and setting new goals to keep progressing in his work.

Francisca Manning is an accomplished Human Resources Professional with a proven track record in team building and recruitment, specializing in manufacturing. Currently serving as the Human Resources Director at LCS Facility Group, Francisca brings her creative leadership and SHRM certification to drive success in her role. With a background in guiding HR functions, coaching, and employee development, she has actively partnered with local unions and led safety and training initiatives. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Challenges of working in a unionized manufacturing environment
• How Francisca's background in manufacturing gave him a leg up in the HR world
• Navigating a male-dominated industry and developing a thick skin
• Learning from past experiences and finding inspiration from podcasts like TED Talks.
• Building relationships and establishing trust from day one in manufacturing.
• Engaging with staff on the manufacturing floor to improve efficiency and safety.
• Encouraging individual workers to succeed through training and support.

Resources:

• LCS Facility Group
• StaffGeek 

Connect with Francisca Manning:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 12:11 - “When you're dealing with sort of 85% male-dominated population, they tend to get information from you or maybe they see you as a pushover because you're a woman and try to sort of appeal to that particular side of you as well too. So you have got to see it for what it is: trying to get favors or trying to get sort of things from you when it's not, it's not feasible obviously, so you have to develop that sort of thick skin and, when it's a no, it's a no and try to develop that sort of other side of you where you understand that you are working with adults and that they cannot sort of try and try to push you over just because you're a woman”
• 03:48 - “There's a lot of challenges that come with working in manufacturing. A lot of them have to do with working in a union environment. Not every single facility is union, but the ones that I worked in were heavily unioned as well too. So getting to know sort of like the collective agreement and sort of working with the union reps and the shop stewards as well and the population overall.”
• 16:25 - “I am very straightforward and I'm very loyal and very passionate of what I do. Very detail-oriented and very focused. So I know when I come into a position or even part of it, an actual company, I develop a plan and I see a through. And if once that plan comes to the end, then I develop a new set of goals for myself, sort of, it keeps me going that way and that's, that's who I am”
• 13:06 - “For me personally, I noticed that communication is a little bit more direct and that's kind of shaped how I communicate. And I noticed that there is that expectation for women to add more exclamation points in emails and have their language be a little bit more flowery. But I found that because my communication is direct, people have had a problem with that.”
• 17:20 - Lindsay: “Tell me about what relationship building is like in manufacturing.”
  Francisca: “It's such an important piece when you're starting a new company or you're coming into a new sort of group, they don't know who you are, so you have to start establishing yourself from the very beginning, like day one. You have got to start sort of treating the employees and the managers and supervisors and everybody above sort of in a certain way that they understand that you're trying to sort of not come in to do the overall changes, from the very beginning, but try to sort of work with what they have at the very beginning, understand them, and then provide certain solutions along the way.”

In this episode, HR Director Katia Olivera discusses the importance of understanding the "why" in HR and the need for curiosity in creating a positive work environment. She shares her experience in talent acquisition, employee relations, and change management, highlighting the benefits of helping managers understand the business and fostering growth within teams. Katia also emphasizes the value of curiosity in leadership, communication, and collaboration, and shares strategies for balancing curiosity without being confrontational.

Katia Olivera is an accomplished HR professional with a wealth of experience spanning various roles and industries. Currently serving as the Director of HR at TextUs, Katia has a track record of success in leadership, employee development, and creating inclusive cultures. Her career journey includes roles at companies like Uplight and Zayo Group, where she made significant contributions in areas such as mergers and acquisitions, diversity and inclusion, and recruitment. Katia holds a Bachelor's degree in International Affairs and Economics from the University of Colorado Boulder, and she's known for her strategic HR insights and commitment to driving organizational success. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Surveys play a significant role in gathering insights and improving communication within the team.
• Flexibility and understanding each other's perspectives contribute to a better working experience for everyone.
• Being playful and using phrases like "help me understand" can make curiosity more approachable.
• Building strong relationships and trust allows for more open and vulnerable conversations.
• HR's role is evolving from rule-making to helping employees succeed and creating a sense of community.
• Growth is a two-way process, with everyone having the potential to learn and grow from each other.
• Asking questions can help us better understand and explore various topics.

Resources:

• TextUs
• StaffGeek 

Connect with Katia Olivera:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 02:41 - “I think early on in my career, to be quite honest, I worked at an organization that didn't necessarily explain to the team why they were doing things. And it was just more of a “hey, this is what we're going to do”. And more of a “because I said so” type of culture or maybe they thought it was implied as to why we were doing things, but we were moving so quickly, people didn't always understand why we were doing that. So it also felt, it didn't feel authentic. Basically then I moved into another role; continue to move in my career and moved to another organization. I really started to understand there how important understanding the why was just to the culture and how the impact that it made with people at work and how they were producing their work.”
• 05:33 - “I think one thing that we really try to focus on is making sure that whenever we roll out a new idea, a new process, a new policy, for example, that we tell people why we're doing it. So that's the first thing. And then we give them some time before it's actually rolled out, usually a couple of days up to a week. And then we roll it out officially and then we give them some time to really dig into the process or policy that we've rolled out. And then we'll ask for feedback, we'll ask for feedback in team meetings, we'll ask for feedback at all hands, but then we'll also ask for feedback via surveys.”
• 06:37 - “We do these regular, essentially regular check-ins or checkpoints within our entire team to make sure that what we're trying to accomplish is actually working and that our team still feels aligned to that new process or policy. Like it still fits within our culture, obviously within reason. There are things that sometimes the government mandates us to do, but even then we will still continue to check in with our team members to get ideas from them. Because sometimes because they're in the weeds, they actually have better ideas than me, for example. That's more strategic and higher level.”
• 17:25 - “Because jobs and what we do, they're so personal. It's hours a day, five days a week, sometimes more depending on the person. So there can be a lot of feelings wrapped up in being asked a question that you know is about your work. Something that you're so close with. So I really love how you're kind of bringing down those walls of like defensiveness and it's like: no, this is just kind of getting to something that will make us more successful in the long run.”
• 24:05 - Lindsay: “I know at the beginning of the conversation, you mentioned you love watching people grow and that's an example, but in that example you gave, I saw you grew as well. So do you view growth as kind of a back and forth?”
  Katia: “Yeah, I definitely think it is a back and forth. I mean, I learn from our individual contributors as much as I learned from our executive team, to be quite honest. And I think it's just really interesting, because we all have different backgrounds and obviously we have different roles within the organization. And so to be able to see it from the different perspectives is really interesting.”

In this episode, Randy Cazarez, HR Director at Panhandle Community Services, shares his journey from a music major to a passionate HR professional. He discusses the pivotal role of a college professor in guiding him toward HR and the rewarding moments in his job. Additionally, Randy provides insights on handling difficult situations in HR and emphasizes the need for HR professionals to assert themselves confidently, understand the business holistically, and demonstrate their worth at the executive table.

Randy Cazarez brings over a decade of experience in the field of Human Resources, with roles ranging from Human Resource Assistant to his current position as Human Resources Director at Panhandle Community Services. His expertise encompasses recruitment, employee orientation, benefits administration, and HR management, making him a valuable contributor to the organizations he serves. Randy's educational background in Human Resource Management and Services from West Texas A&M University further enhances his ability to excel in this dynamic field. Here are a few of the topics we’ll discuss in this episode of People Analytics.

• Randy emphasizes the importance of effective communication and creating a supportive work environment in order to retain valuable employees.
• Observing behavior and patterns is crucial in identifying when something is wrong with an employee.
• Proving the value and effectiveness of HR initiatives is essential to overcoming resistance to change.
• HR professionals often face skepticism and constant questioning, but perseverance is key to maintaining a seat at the table.
• HR professionals often struggle to be invited to the executive table and have their voices heard.
• Building confidence in HR requires observation, assertiveness, and a willingness to challenge established norms.
• HR professionals must continuously learn, observe, and adapt to maintain their seat at the table and be taken seriously.

Resources:

• Panhandle Community Service
• StaffGeek 

Connect with Randy Cazarez:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 08:42 - “And one of the things that I used to talk to people about passionately was things like workplace violence, sexual harassment, discrimination, the importance of reporting those things, not ever knowing that it was making a difference. Because when you watch people's faces in the crowd, they, they, they kind of like get real clammed up when you start talking about stuff like that, because it's a little uncomfortable.”
• 19:57 - “And so I think that one of the challenges that, you know, I personally, and that we as HR can all kind of relate on is that, you know, we get to the table, but then when we get to the table, we get questioned at the table. Like, why is this change important? How is this impacting the organization? How, what, what's the return on investment here? What are we getting out of this? Like, for example, training. Training is a big part of change. And when you implement a training such as sexual harassment training, you know, you think about, many organizations will do sexual harassment training. They'll do it because they have to, and they have to go and they have to sit back and say, well, we'll do this, but they miss the mark because they don't actually talk about, like, people will just kind of click through it and they don't really understand the meaning behind it. But when you come in and you introduce something and you say, this is why we're doing this, it makes people to start remembering that.”
• 07:50 - “So let's talk about a little bit more positive, humbling moments. And those are the moments where in HR you realize that you're helping someone more than you really think you are. And I know those are the moments that you are, you know, they build up and really, really make you love your job.”
• 14:25 - “And that's such a challenge that employees have, because there, you don't know when you're in a safe environment because there are people, leaders like you who create safe spaces. And then there are people, leaders who people have had a bad experience with. And I, I'm definitely one, one of those individuals. And so it can be, at least from my perspective, as someone who has chronic migraine attacks, I, that bit of information could either help me or hurt me.”
• 17:35 - Lindsay: “So I know another challenging situation for, you know, many, many people, professionals, is having to earn and keep your seat at the table at the same time. So you, can you talk from your perspective, what that's like?”
  Randy: “Yeah. You know, I think HR is an interesting world because we're one, one profession that is constantly forced to earn our seat at the table. But then it's not a, not just a matter of earning that seat, we have to maintain that. Yeah. But what I mean by that is, is, you know, once we get invited to the table, we're not always welcomed at the table.”

In this episode, HR Director Deborah Dash discusses the importance of understanding companies as living organisms and shares her approach to creating a positive work culture. She highlights the significance of effective listening skills and offers tips on improving as a people leader. Additionally, Debra explores the role of professional development and diversity in fostering a strong and inclusive work environment. The conversation also delves into the value of personal cues in interviews, genuine ways to connect with colleagues and the importance of embracing different approaches and perspectives.

Deborah Dash is a seasoned HR professional with a wealth of experience in people and culture management. She has held key roles as a Human Resources Director, Business Partner, and Head of HR in various organizations, contributing to the growth and success of the teams she has worked with. Deborah's expertise in HR strategy and leadership makes her a valuable asset in fostering positive workplace cultures and driving organizational success. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Observing departmental meetings allows insight into how managers lead and how individuals engage.
• Being a good listener is crucial for effective people leadership.
• Cultivating a strong company culture starts with leadership and trickles down to employees.
• Creating a culture of growth and improvement results in a more fulfilling work experience.
• Personal cues in interviews allow candidates to showcase their personalities and motivations.
• Understanding different approaches can lead to successful collaboration among employees from diverse backgrounds.
• Getting to know coworkers on a personal level fosters a more inclusive and joyful work environment.

Resources:

• Unlimited Biking
• StaffGeek 

Connect with Deborah Dash:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 16:20 - “When I interview people, I know that resumes don't always have personal details on, but sometimes people will list, list an interest or something they've done. And so many times I'll open, I'll open my interviews talking about that so that they are talking about not just giving me, wrote what they've done or what they've learned or what they've given told other interviewers, but to show me a little of their personality and what it is that makes them tick, what motivates them.”
• 01:39 - “An organism is very complicated and has lots of different functioning parts. And so companies are very much the same way and they very much operate according to the people who are, who are in them, the people that are running them, and the people that are managing them. So in order to really understand the culture, I think instead of being someone who sits in an office, you really have to be out and be involved in with the groups that you're working for.”
• 05:23 - “I think that culture is always something that is primarily set at the top and through the managers and then it, it filters down. So people that are attracted to work at the comp company self-select to come and work at that company. And so they're attracted by the leadership and by, I think, you know, strong leaders have very strong points of view, but they don't always express them out of the box, but they have certain expectations and certain boundaries and parameters that they'll set in order to make people, you know, look at things to communicate. If you have a manager that that expects that everybody's going to have, everybody's going to participate, then I think you have a much better, you have a much better group, a much better interaction.”
• 12:27- Lindsay: “You know, the, the self-reflection you showed is really real. I'm, I respect that so deeply because it can be difficult to look inward and admit to yourself, oh, I, I don't know as much as I thought. So how did you, you know, how did you navigate kind of that humbling moment?”
  Deborah: “I became much more aware, not just of what I looked at, because that's not, it's not always what you see on the page. It's, it was, for me being aware of what I heard and in looking at a candidate, I might've thought that I was low-key and friendly and informal and that that was getting the best interview out of them, but also, but I wasn't really looking to see from my perspective whether I was more comfortable with certain candidates.”
• 06:21 - Lindsay: “I know one part of culture that is really important to you is creating a culture of growth and improvement. So can you explain that?”
  Deborah: “Yes. I think that when, when you start working for a company, you, you know, you come in and you're really learning what the business is and learning how to do your job, but I think you're also looking at some other things and what are the opportunities that there are presented for you to, to learn more, to develop as a, as not just your skill set but your managerial set.”

In this interview, Lindsey Patton speaks with Katie Mills, the Human Resources Director at XenTegra, who shares her 17 years of experience in HR. Katie discusses the dynamic nature of the job, its challenges, and the importance of understanding different perspectives. She emphasizes the satisfaction of helping employees find their fit in the workplace. Furthermore, Katie shares her insights on prioritizing tasks in a rapidly growing company, adapting to new industry norms, and developing strong employee relationships.

Katie Mills is a seasoned HR professional with a wealth of experience. She has held key roles in various organizations, including being the Human Resources Director at XenTegra and Head of Human Resources at Hankin & Pack PLLC. Katie's expertise in human resources management and strategic planning has contributed to her successful career trajectory. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Understanding and embracing the differences in people is crucial in HR.
• Transitioning from a mom-and-pop environment to supporting growth requires implementing policies and collaborating with different departments.
• Baby steps and compromise play a vital role in balancing the needs of leaders and employees in a growing company.
• Prioritizing pain points such as onboarding and performance management can benefit the company's overall well-being.
• Employee relations and communication are essential for building strong relationships and keeping employees engaged.
• Mentoring and coaching are valuable tools for supporting employees' professional growth and development.
• Networking and learning from other HR leaders for personal and professional growth.

Resources:

• XenTegra
• StaffGeek 

Connect with Katie Mills:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 01:52 - “You know, I just, I try and remember that everybody's different. Yeah. You know, everybody. I think at a lot of it goes back to how you were raised, you know, your background, you know, what, what you're used to, you know, whether you have siblings, what industries you're used to working in, you know, your family education. So I just try to remember that everybody's different, which, you know, I think that's what makes the world go round, right.”
• 05:26 - “I just feel that, I mean, a happy employee is a productive employee, you know? Yeah. I mean, all of us love our jobs, you know, or else they wouldn't be called jobs. But, you know, if, if you're not happy, you know, if you're not coming to work, you know, at least looking forward to what the day's going to bring. If you're dreading it every day, then you're not doing anybody any good, mostly yourself, you know? Because life's too short for that. There's a lot of jobs out there, and there might be a lot of people that we kill to be in the job that you're in, that you're not happy with.”
• 04:52 - “And I love that attitude of, you know, let's see what, what helps fit for you? Because I feel like there can be, there can be ego involved when, when people aren't enjoying their jobs or, you know, want, may want something else, but, you know, I've talked to so many people who, who just want to work and problem solve together, because that, that solution, when you come to find a solution, it's, there's satisfaction there.”
• 16:51 - “Because I've been in jobs where, you know, I get past six months and I'm still like, wow, there's all this information that I, I still don't know, and I feel like I'm so far behind, but then expectations are high that I understand all this information. So I think that, you know, there, there definitely should be more grace with new employees for sure.”
• 00:33 - Katie: “I have been in human resources for about 17 years. And you know why I do it is because it's never boring, which by that it's not always fun, but it's always challenging. I'm always learning something. So I absolutely, I, I love it. I think it's where I'm, I'm meant to be.”
  Lindsay: “I like that you said it's not always fun, but there is benefit to things not always being fun sometimes, like you said, you're learning. So what do you like about it specifically? I know you enjoy people a lot.”
  Katie: “I do. I do. I think the people aspect, you know, the employee relations aspect is my favorite part because, you know what, what one person finds completely normal, the next person finds bizarre. So it's just, it's always interesting, you know, to, to see what motivates people and to see, you know, what people were thinking, why they, you know, when they did certain things and why they did it.”

In this episode, HR Director Kristen Foley provides a deep dive into her experiences within the entertainment industry. She emphasizes the vital role of bridging the gap between creativity and administration, stressing the significance of prioritizing employee experience. Kristen delves into effective strategies for nurturing creativity and well-being in the workplace, including mentorship and holistic wellness initiatives, and she highlights the importance of leading by example.

Kristen Foley is a seasoned Human Resources professional with a rich background in fostering healthy workplace cultures. With roles spanning from Human Resources Director at GrandSon Creative and Kate Somerville Skincare to her current positions as a Human Resources Consultant for the Wellness Industry, Kristen's 20 years of experience, combined with her passion for wellness, empower her to guide startups in building strong organizational foundations. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Working with creatives who love what they do brings a unique dynamic to HR in the entertainment industry.
• Creatives think more abstractly, which requires a different approach when it comes to HR processes and communication.
• Balancing structure and creativity is key to supporting creative professionals without stifling their imagination.
• Find ways to add value and satisfaction to your current role without necessarily seeking a promotion.
• Listen and let individuals find their own solutions.
• Minimize tensions in difficult conversations by removing the fear factor.
• Show compassion and kindness when delivering difficult information.

Resources:

• GrandSon Creative
• StaffGeek 

Connect with Kristen Foley:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 13:25 - “Just looking back over the years, I mean, I think there's so many ways that you can add value and satisfaction to someone's role if you don't necessarily have a promotion, you know, or a role to promote them into, there's mentorship and there's, you know, we have, we had graduate business analyst training programs and we have internships, and we have, you know, different programs with universities throughout the years in my, in the companies that I've worked with. And I think that when someone gets the opportunity to share what they do, it reignites that passion in a way.”
• 22:19 - “Every day, if there's something that you can do to one degree of progress, that time is going to go by so fast anyway. You might as well do something small, then do nothing at all, because it's too overwhelming to say, I'm gonna completely overhaul my life tomorrow on Monday. These are all the things I wasn't doing before. It's so much more impactful and sustainable to just do something small each day and then build on that and have that compound effect.”
• 05:27 - “The way I think about it is, you know, structure versus non-structure. I used to work with, and I still do work with quite a bit of artists, but in a journalistic capacity, you know, I had to enforce deadlines quite a bit. And I think I realized it was because, you know, artists, you know, and I consider myself a creative as well, we kind of live in a world without structure or limits or boxes. So it's, you know, I think there has to be that extra step, like you said, the handholding of reinforcing deadlines and, you know, reminders and things like that.”
• 12:48 - “It reminded me of what you said about how artists, they're more open to, you know, the experiences that are, you know, a little bit more horizontal as opposed to, I believe the financial sector was more about climbing the ladder as, you know, a people person.
• 22:52 - Lindsay: “I know one thing that's important to you is leading by example. So I'm certain that, you know, leading by example is showing that these tweaks are smaller, you know, as you're progressing, like, hey, I'm at this point, but I'm still making progress. So how do you, you know, what other ways do you lead by example within the organization?”
  Kristen: “I would say, well, I certainly bring my wellness habits. So from a literal standpoint, like I show up with my healthy foods, I take my walks at lunch, I'll take calls, you know, while walking if possible, if it's a meeting that I don't need to be like, you know, face-to-face on Zoom or something like that. Something I just need to listen in on. So I do encourage people to do that when they can. I'll go to the gym across the street with some of my coworkers at lunch. Hey, I'm going to go walk on the treadmill for 30 minutes. Do you want to come? And they do, so literally leading by example in that way, like, follow me to the gym.”

In this episode, Hanna Waugh, the Human Resources Director at Vail-Summit Orthopaedics, speaks about her journey in HR and the unique challenges she faces working in a small town. She emphasizes the importance of being a trusted confidant and support system for employees, as well as continuously learning and staying updated with employment laws. Hanna discusses the strategies she has developed to navigate relationships in a close-knit community.

Meet Hanna Waugh, a people-focused HR enthusiast with a journey that weaves through industries and hearts alike. Hanna's career story is one of building connections, from her role as a National Recruiter in Modis to her compassionate guidance as a Human Resources Director at Vail-Summit Orthopaedics & Neurosurgery. With a knack for fostering engagement and a genuine passion for people, Hanna's career is a testament to the power of personal touch in the world of HR. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• She loves HR because it allows her to make a positive impact on people's lives and provide support during challenging times.
• Hannah believes that listening is a crucial aspect of being a great leader and supporting employees. Sympathy and understanding go a long way in making employees feel heard and valued.
• Maintaining a close network of HR professionals in a small town provides valuable support and advice.
• Recognizing and valuing the contributions of every employee, regardless of their role, creates a positive work environment.
• Taking time off and prioritizing self-care, even if it's just for a day or during lunch breaks, can greatly impact overall well-being.
• Keeping a folder of positive emails can help you appreciate the difference you make in others' lives.
• By creating a supportive work culture, you can make a positive difference in the lives of those around you.

Resources:

• Vail-Summit Orthopaedics & Neurosurgery
• StaffGeek 

Connect with Hanna Waugh:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 01:25 - “We're an orthopedic group up in the high Colorado Rockies, serving our small local communities, focusing more on the patients who might not have access to orthopedic care, rather than the patients who can fly all over the world to receive the care, although we treat them too. And I do it, oh God, why do I do it? I do it because I love people and I love problem-solving. And at the end of the day, there's something nice about, you know, you may not get to leave your work at work, but the work that you take home has such an impact on other people that you can make or break their day as well. And I think that's important to me to not be on the side of ruining someone's day, but making somebody's day at work better when they're spending 40 hours or more a week at work.”
• 21:01 - “You know, I think culture is so important, especially as these younger generations come up, and they talk about, you know, what they want in an organization, and they want to go with, and the mix of the remote work during Covid-19 to now a hybrid, and now offices having people come back in person. A culture that I am really focused on building is a culture of, you know, work for reward. Obviously, you know, we want to see high performers, we want to see those things, but also a culture where we have an understanding that not every day is perfect. Not every time you're going to be able to do a ton of wonderful things and get everything right. And a culture where, “hey, if you need to take a day, if you need to have time, if your dog has passed away, or you're just having a really rough day, there is a sense of understanding where you can take that, and you can do what you need to do within yourself”, because life is always going to come at you, and you don't need work hitting you from the other side saying that, no, you can't take the time you need.”
• 22:35 - “I really like that mentality because I feel like, you know, in school, and I, I've said this on the show before, in school we are rewarded for extra credit, but then we go into work and if we do extra credit, it's often, quote unquote rewarded with more work instead of actual, you know, benefits or things that we want. So I really love that you cultivate a culture of, you know, reward for the, the quality of work done.”
• 25:25 - “I mean, sometimes I wish I were a robot. I feel like my body would operate a lot better, but we're not robots. No. Yeah. I just really love that mentality and appreciation goes a long way because, you know, when you walk into a new day and you get something that you weren't expecting, that even if it's just that $5 gift card that can really, really give someone a boost.”
• 15:28 - Lindsay: “So we talked quite a bit about the challenges, but are there any benefits to what you do in a small town?”.. Hanna: “I really, really think so. I have been there for people who have become friends. I have been there for people who took their first pregnancy test, and I was the first person to find out. And being able to create this culture of knowing that just because it's a small town, you are still a trusted confidant. And what you're saying is not going to go back out in the community. And they feel like they end up trusting you, and they end up trusting your organization more.”

In this episode, Amy Charlesworth engages in an insightful conversation with Lindsay Patton covering diverse topics, including the exploration of unique pathways into HR, the successful transition from military to civilian workforce with support from Nike, and the essential qualities of effective leaders in driving business growth and enhancing employee experience. The episode also delves into how small employers can provide remarkable benefit packages by leveraging low-cost or free options, adding depth to the multifaceted landscape of human resources.

Amy Charlesworth is an experienced HR professional with a diverse career trajectory spanning senior roles in talent acquisition and development. From managing recruitment for major brands like Red Bull and Louis Vuitton to her leadership in the Army National Guard, Amy's expertise lies in full-lifecycle recruiting, business acumen, and budget management. With a passion for leadership training and coaching, Amy emphasizes the importance of mentorship and employee development in achieving organizational success. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Amy's career in HR began when she joined the US Army at 17 and went through an intensive HR Specialist program.
• Her military experience taught her valuable skills in performance management and working with regulations and rules.
• The support received from the Nike Military Veterans employee resource group helped the guest land a position at Nike, and he has since paid it forward by helping other veterans elevate their careers.
• Management development often neglects to evaluate if individuals want to manage others and if they have the desire and skills to become good people managers.
• Providing leadership training and coaching is crucial for developing managers, including areas such as hiring, onboarding, and engaging with employees.
• Recognizing diverse family styles and offering adoption assistance are essential for creating a supportive work environment.
• Employers should champion the idea of helping service members in transition.

Resources:

• Impact Theory
• StaffGeek 

Connect with Amy Charlesworth:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 10:03 - “I mean, you know, when you hire someone, there's definitely a learning curve. And I truly believe that when you hire someone who's in the military, that learning curve is much shorter in terms of like the decline. They're going to figure it out quickly 'cause they have so much experience going into the unknown in all kinds of training environments, figuring it out, you know, knowing where to look, knowing where to reference. And it's just a much easier transition period.”
• 15:49 - “Well, really, a leader, you know, is a title that is earned. And it's something that you have to constantly chase and constantly be developing, working on. So, you know, you have to read books, you need to listen to podcasts, you need to be practicing, you need to be getting a mentor to help you navigate difficult conversations and difficult interactions and, you know, development ideas with your employees. I mean, it's an ongoing practice. And I think that's one thing that's often forgotten that when someone's in a position of management, you know, they, they forget to continually learn and develop in those areas.”
• 14:35 - “So I know one big part of, you know, your career as you've developed yourself professionally is that you really, really enjoy developing managers and, you know, have a passion for that. But we all recognize that we don't always have the time to develop.”
• 24:11 - Amy: “I definitely want someone who knows what they're talking about when it comes to sending emails and, you know, managing a funnel and marketing campaigns, et cetera. But ultimately what I'm really looking for is for a coach. I want someone who's very effective with managing people.”.. Lindsay: “Yeah. That's awesome. So I know something that you do as a leader is you really look for those low-hanging fruit opportunities because the investment pays off.”
• 21:48 - Lindsay: “So, you know, as being a leader yourself and, you know, continually pursuing professional development and helping others pursue professional development, what do you see as, you know, some key qualities of a good leader?”.. Amy: “My focus from the human resources side is, are you a good people leader? Right? How are you going to add to the culture? And so I spend most of my time talking about, you know, tell me about a time, you know, where you've had an underperforming employee, what are your steps to helping them get back to success? And I'm, I'm listening actively, like what they're saying, what methodologies they use, I ask 'em what kind of leader there are because they, sorry, they are, because there's so many different leadership styles.”

In this episode, Lindsay Patton interviews Michelle French, the HR Director at NASCENT Technology, about her unique approach to human resources. Michelle emphasizes the importance of prioritizing employee well-being and personal growth, which has had a positive impact on the company culture at NASCENT. The episode also discusses the significance of embracing accountability and flexibility in the workplace, as well as the benefits of offering flexible work options and fostering a culture that promotes open communication, trust, and work-life balance. Overall, Michelle French's personal journey and passion for holistic HR practices inspire listeners to provide comprehensive support in the workplace.

Michelle French, an accomplished Human Resources Director with a diverse and successful career in HR management. Currently leading the HR department at NASCENT Technology, LLC, she has a track record of driving operational excellence and fostering positive work cultures. With extensive experience in regional HR and operations management roles, Michelle brings invaluable expertise to the table, ensuring the success and growth of the organizations she serves. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• The laid-back environment at Nascent has resulted in increased employee satisfaction and productivity.
• Nascent organizes fun and engaging activities to foster a sense of joy and camaraderie among employees.
• Acknowledge that it's impossible to make everyone happy - focus on managing yourself and understanding that it's not always about you.
• Prioritize work-life balance by emphasizing the importance of time off and promoting self-care.
• Offer flexible work options that cater to both desk-bound and remote workers, fostering a sense of inclusivity.
• How holistic approaches to HR can positively impact employee well-being and performance.
• Connect with Michelle on LinkedIn for more information and networking opportunities.

Resources:

• NASCENT Technology, LLC
• StaffGeek 

Connect with Michelle French:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 12:11 - “I think just from the jump really, you know, to have that great employee experience from that moment we originally reached out to them when we're recruiting all the way through. We're just like very open, honest, transparent, and just, you know, welcoming them with open arms and asking for feedback all the time. Hey, what did you like, what didn't you like, what would you like to see? Always open to what are other people and ideas that they have. So that, that's really how we do it. We just stay on and, and keep chatting and figure out what, what people want and like, and enjoy.”
• 01:33 - “I think what we've learned from the past two years of, you know, dealing with the pandemic that your, your personal life and your work life, they, they do intertwine and there's nothing that anybody can do about that. So I think really making, making everything comfortable for everybody and giving them that space is really what makes a employee happy.”
• 24:00 - “And I think that's something that a lot of people miss when talking about work from home and the pandemic's impact is that there are a lot of desk-less workers that need to be in person. Yeah. And so where, where are their perks.”
• 14:32 - “So, you know, there's this very common trend in the workplace of pretending that what's going on at home is not affecting you at work, but, you know, when you're dealing with grief or chronic illness or, you know, having to manage kids, that's something that many, many people have to do. So that, that creeps in.”
• 21:17 - Michelle: “And that's why one-on-ones are very important here at our company. And we are very, very religious to those, our managers have them every other week for 30 minutes with the employee. And they're actually just a wonderful place for, you know, the coaching to go on that interpersonal communication, Hey, what's going on at home? How are things going? Or what's going on in your life? You know, is there, you know, whatever it is. And just really making that, that relationship, that trust factor.”.. Lindsay: “Yeah. Yeah. And I feel like, you know, the word accountability, it can be a harsh word, it can be an intimidating word because it's not associated with coaching as much as it is associated with getting yelled at, for example.”

Veronica Larkin, Director of Human Resources at Lux Machina Consulting, discusses the importance of breaking the stigma associated with HR and embracing servant leadership. She emphasizes the need for leaders to focus on developing their people, nurturing their talents, and building strong relationships. Veronica also highlights the significance of providing support and guidance to new hires, including investing in training, resources, mentorship, and bridging the gap between academia and the professional world. Additionally, she emphasizes the importance of building confidence and overcoming fear for career development.

Veronica Larkin, is a highly accomplished HR professional with a proven track record in executive management and strategic HR leadership. Currently serving as Director of Human Resources at Lux Machina Consulting, Veronica excels in employee engagement, HR policy development, and performance management. With a wealth of experience across various industries, she brings valuable expertise in driving HR initiatives and fostering a positive work environment. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Leaders in HR must embrace servant leadership and be empathetic to foster a positive work environment.
• Leadership training and coaching are crucial for leaders to effectively manage their teams and prioritize people over revenue.
• Consistently nurturing your team is essential for preventing stagnation and maintaining productivity.
• Having a mentor provides a non-biased opinion and helps guide personal and professional development.
• Honesty and transparency create a trust-based environment and foster employee engagement.
• Confidence plays a significant role in career development and should be nurtured in employees.
• Embracing the possibility of rejection and maintaining a positive mindset is key to pursuing career goals.

Resources:

• Lux Machina Consulting
• StaffGeek 

Connect with Veronica Larkin:

• LinkedIn

Connect with our host Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 15:09 - For me, I think it's important to always have a mentor throughout your career. Whether that's someone within your business or someone externally that you can, you know, bounce your frustration sometimes your ideas, and you know, kind of like a check-in as well. Like, Hey, am I, am I on the right track or am I crazy here? Someone that can give you a non-biased opinion and be real with you.
• 12:58 - One analogy that I like to tell my managers when I'm training them is my car analogy. Like when you wake up in the morning or when you go to shopping or wherever you're expecting that vehicle or that mode of transportation to work. Yeah. And in order for that vehicle to work, you have to maintain it, you have to add fuel, you have to check the engine. And in a business, your people are your engine. So if you're not taking it into routine maintenance, if you're not giving it the fuel that it needs to actually like spark up, it's going to go stagnant, and you're going to stall at some point your team's going to stall.
• 29:04 - I spent some time as an adjunct professor at a, a college, and you know, here's me coming in with my, my career experience to teach them and just the anxiety that these students have because they are not prepared. They're prepared in terms of knowledge about their, their subject area, but that's about it. And so I made sure that the entire class is like, you are going to use this for your career. This is, everything has a purpose. And it was just really eyeopening to see how they responded and, and, and said like, wow, you know, like, all of my classes should have this kind of information in it. 
• 04:52 - And something I've, I've noticed about leadership structure is it's usually, you know, kind of a race to the top when people can be developed by, you know, not promoting them upward, but you know, you can promote them laterally or give them professional development that is, you know, 10 times more effective than having a manager title. There's just so many different ways to develop people and I think that's, you know, where, you know, leaders like you come in and use creativity and look at everyone's unique contributions.
• 02:35 - Lindsay: And I know that leadership training and coaching is really, really one of your big passions. So, can you explain why that's so important to you?.. Veronica: Absolutely. So leaders nowadays, I feel like sometimes get placed into their roles because they are subject-matter experts. Yes. Because they understand the industry really well, but they lack that finesse when it comes to dealing with the people. And when you lack that finesse, you know, you really are doing a disservice to your people because you're not nurturing, you're not pouring into them, and you're only focused on, on, you know, the end goal, which is like, let's bring more revenue into the business.

Join us for an insightful episode with Anthony Lado, Human Resources Director at Emory Valley Center. Anthony shares valuable perspectives on building a strong HR department, managing schedules in the healthcare industry, and fostering trust and engagement to boost employee morale and productivity. Discover the power of motivation, commitment, and a culture of mutual respect for a high-performing organization in a post-pandemic work environment.

Meet Anthony Lado, a seasoned HR leader with extensive experience driving strategic initiatives in various organizations. As Human Resources Director at Emory Valley Center, he continues to excel in creating strong HR departments and fostering engagement to boost employee morale. Anthony's career trajectory highlights his expertise in strategic human resources leadership and his dedication to enhancing organizational efficiency and value for patients. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• High-functioning HR departments act as partners to the business by aligning their goals with the organization's overall objectives.
• Although industries may have different revenue drivers, understanding the core revenue generators is essential for making informed decisions.
• A mismanaged schedule can be a significant factor in healthcare employee burnout.
• Schedule is often more important than money for employees in the healthcare industry.
• Trust and motivation, not surveillance, drive productivity.
• Building a high-performing culture is crucial.
• The pandemic has forced organizations to rethink traditional work structures and embrace flexible technology-enabled solutions.

Resources:

• Emory Valley Center
• StaffGeek 

Connect with Anthony Lado:

• LinkedIn

Connect with the host Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 13:25 - “So what we're doing, we have to be on stage. There's no way to remote in. Yeah. Restaurant servers, you know, hospital people is just like that. Well, there are a lot of positions. Remote is not an option. But in that standpoint, having a schedule that is manageable, that you can work four days on and three days off is there's no amount of money, bonuses, incentives that you can throw at a mismanaged schedule.”
• 11:44 - “Whenever I started a new company, I tried to go on a listening tour and I listen to everyone that I can, I try to schedule half an hour meetings with everyone from the c e o to the frontline person and just listen. I mean, I'm always amazed at the amount of money, time, and effort companies spend trying to figure out what their employees want when their employees are literally screaming at them from every, you know, communication chain. Yeah. And, and I think companies tend to overcomplicate things when it comes to that.”
• 18:00 - “I think time is something huge that we recognize we were not respecting enough before the, the pandemic makes sense. And I think the pandemic really showed us how much our time was being exploited, how much our time was being disrespected. And now we're saying, no, this is, this is precious to me.”
• 21:26 - “It's incredible how that shift has happened. You know, I went from having jobs that I could do from home, but employers that expected me to be in the office and now I'm working a hundred percent from home and there's, you know, things that were taken away that I think we are like commuting for example. Yeah. Yeah. That we just, they're part of our lives is part of our life and we just we're like, okay, we accept it and didn't realize the time that we could get back.”
• 22:19 - Lindsay: “People have different personalities. So how do you create, you know, more individualized or more, I guess, custom experiences based on those industries and personalities?”... Anthony: “Sure. That's a great question because it's something you always, so I would say it like this. I have a phrase that I, I don't know where I picked it up. I don't take credit for it, but it's always, it served me well, and it's, you know, you want to treat employees fair but not equal because it's impossible to treat everyone equally because people have different roles, responsibilities.”

In this episode, Lindsay Patton interviews Carolyn Moore, Chief People Officer at Influx Data, about her journey in HR and the importance of empathy in leadership. They discuss the negative impact of traditional performance management systems and the need to shift towards a feedback-driven approach with open communication and support. They also highlight the evolving nature of HR, with a focus on empathy, strategy, and data fluency. The episode explores how HR professionals are becoming more involved in understanding the business and driving strategic processes, envisioning the future of the HR landscape.

Carolyn Moore is a seasoned HR executive and consultant with a passion for building strong leaders and nurturing winning cultures. With extensive experience in global communications and people leadership roles, including her current position as Chief Member at Chief and Chief People Officer at InfluxData, Carolyn brings expertise in driving organizational growth and creating positive workplace environments. She also owns CultureFluence Consulting, where she assists companies in transforming their workplaces through leadership development, culture alignment, and talent acquisition strategies. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• HR plays a vital role in shaping and preserving company culture.
• Traditional performance management models instill fear and hinder growth in the workplace.
• Emphasizing career discussions and supporting employees' long-term goals enhances loyalty.
• Understanding employees on a personal level promotes engagement and meaningful connections.
• Empathy is a running theme in HR, influencing how HR professionals are shaking things up and helping the field evolve.
• There will be a need for more oversight around innovation and creativity, especially regarding the balance between pushing boundaries and potentially putting employees at risk.
• HR professionals should prioritize building credibility and connections within the company to effectively push strategy and contribute to overall business success.

Resources:

• Chief
• InfluxData
• StaffGeek 
• The Advantage

Connecting with Carolyn Moore:

• LinkedIn

Connecting with Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 07:01 - “I think the words are important, but the words have to be meaningful, and you have to be able to ensure that it's sort of ingrained in you as an employee as well as, you know, any of the executives across the company.”
• 10:30 - “And I've been really working very hard leadership development wise, particularly with, with, you know, first level and second level managers to make sure that they take that and kind of sweep that away and think more about being empathetic, understanding what the employee is bringing to the party, and helping them to figure out what to do. Not by telling, but by coaching, by asking good questions. And I think that that's a, you know, that's, that's a skill that needs to be developed, but what I find is once leaders have got the hang of it, if you will, it makes it so much easier on them, honestly.”
• 11:54 - “One boss told me you need to do whatever I say because I'm the owner of the company. Another one said, and that didn't really motivate me to want to do a good job at all.”
• 20:16 - “I think a habit in the workforce is loyalty and expecting that, and, you know, getting ego in when people do choose to leave and grow and, you know, you can't, you can't fault someone for wanting to do something for themselves.”
• 14:25 - Lindsay: “And it just made me realize how much fear there is in the workplace in general. So, yeah. Can we talk about that a little bit? Because it's something that I think is, you know, is too prevalent.”.. Carolyn: “I've been thinking a lot about that, about fear in the workplace. And I, I think that just the structure of the workplace has driven that we've as a society for a long time have driven a model in into the workplace that's very militaristic.”