I recently had the opportunity to speak with my friend and entrepreneur extraordinaire, Joey Price of JumpstartHR on his Business, Life, and Coffee Podcast. We had a great conversation about when I knew I needed to start my business and discussed whether women make better CEOs than men.
You’ll have to listen below to hear what I had to say about whether women are better than men at leading organizations. I think you will be surprised at my response. The one thing I learned for sure listening to this podcast is:
“We all have a story and we should share it as much as the universe will allow.”
Joey was able to capture my journey to entrepreneurship in a way that I have not in the past. Life often feels like thousands of vignettes that run into one another, blend and become distorted the further away from them you get. Asking the right question and a dose of honesty will always bring forth something compelling and useful.
Joey and I started on our social media journey at about the same time and have since become both colleagues and friends. It is pretty neat to see where both of us have landed respectively in our lives and businesses.
If you have a business, are thinking of starting a business or just have an interest in a story about someone who chased their dreams when everything was falling apart around them – you will want to listen to this podcast.
Please feel free to share your thoughts with me on the podcast below in the comments. Also, if you like this episode you will love the variety of his other shows- give them a spin!
Thanks for reading and supporting! I appreciate you immensely.
You all know I love me some HR. I believe in its fundamental tenets of understanding work behavior. I also enjoy the small window of opportunity we have to balance both the needs of the business and the employee. To many, it seems like a job anyone can do, but for those that do it everyday and do it right; they know it takes a special kind of professional.
The rebuttal to this line of thinking is: “Well, if it requires a “special” person – why does it appear that anyone with any background can do the job?” Indeed, there are HR practitioners from a myriad of degree fields and backgrounds that have found their way to HR. Do they all belong there? No.
Human Resources is a profession whose entire existence is predicated on how well they manage or in some organizations herd other humans in an effort to ensure the companies success and a healthy bottom-line. Yet, it has been my experience that we have a tough time managing ourselves. In some cases, it is at the precise time that some people became HR practitioners that they forgot who they were and why they were there. Values forgotten. Integrity went out the door. Ethical behavior- what’s that? In fact, I am sure some never set out to break the law in life, but they have.
My name is Janine and I have trust issues with HR.
When I worked in HR, I met a lot of great professionals along the way. There were also far more that left a lot to be desired. I found myself at odds much of the time with how I chose to operate versus “the way” HR chose to position itself in the organization. This disconnect garnered me fans by way of my internal and external partners, but not with my own HR brethren.
Here’s what got me in trouble:
Working with my internal partners to ensure we had “real” and “practical” solutions to their concerns.
Advocating for candidates that were qualified, but would have otherwise been set aside for less qualified candidates.
Keeping up on HR and business trends, practices and laws in an effort to ensure that we were not only compliant, but remained relevant.
Doing what I knew was right.
If you can find anything wrong with what I detailed above, comment below and let me know. I am always interested in another viewpoint. As I said, I have trust issues with HR. It took me some time to muster up the courage to say this about a discipline I love, but that has so often disappointed me. Do you know how disconcerting it is to be bullied, harassed, thrown to the wolves all while working in HR and having to sell the value of what you do to employees? Moreover, it is painful to have to bite your tongue when employee after employee comes to you for help and an ear and you can’t tell them that you too – have trust issues with HR.
Here’s what I have learned:
1) Businesses need to stop involving HR in their dirt. That is to say, let HR do what they do. Don’t corrupt us or our efforts.
2) HR practitioners everywhere need to have enough backbone to call out unethical, illegal and toxic behaviors without hesitation. Stop being brokers for unethical and illegal practices. When the employees understand that you don’t have their back, your job is over.
3) Here it is all of these years we have been asking for a seat at the grand table, yet we let anyone and everyone sit with us. The same way we have to earn the respect of the C-Suite is the same way we should operate as we usher in new talent to HR.
Everyone can’t sit with us.
It takes a certain person, with compassion, business acumen, a desire to continue learning, discernment and above all the want to build cohesive, non-toxic work environments.
Personally, I get excited about providing solutions to workplace debacles, struggles and blindspots. I like to understand what my partners need and then I go to work crafting something they can use. This is how HR is supposed to work.
I continue to wait for the day, when I stop hearing how HR has failed employees. I hope we reach a point where we start to safeguard our discipline from those who would rather detract from it or turn it into the cesspools that exist elsewhere in business.
We have to do better. We need to do better.
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More insights on this topic will be on The Aristocracy of HR You Tube Channel this week. Click here to subscribe for more commentary on my articles.
There’s lots of buzz lately about the effects of social media use on children as well as adults. In the span of 2-3 weeks, I have encountered two stories of social influencers who are no longer interested in “keeping up appearances” on social media. In both instances, social media drove two young women to do things that they felt they wouldn’t have done otherwise.
The first of two stories is coined by a young woman who goes by the name: “Jasmine”. The name of her article is: “My ‘Perfect’ Life On Social Media Is Putting Me In Debt”. “Jasmine” recently admitted to going into debt while attempting to maintain her social persona on Instagram. Although she cites that her life is rather mundane, she paid handsomely to portray a more luxurious lifestyle than she currently lives in real life. Her social exploits have gotten so out of hand that she expressed some trepidation in sharing what she has done with her parents.
In a more recent instance, Essena O’Neill makes a bold statement saying that social media is an “illusion”. Essena goes onto share that she was often consumed by the need to accumulate “likes and views” and as such began to measure her self-worth by these means. She is now launching a call-to-action for other teens and people to become “game-changers” instead of a bunch of made-up online personas.
Without giving away to much, my opinion is: there are key concepts that contribute to this illusion that social media is destroying lives. The first concept is: everything should be done in moderation- especially social media. To be fair, there is nothing “moderate” about being a social influencer. However, it is completely up to you to figure out what your cadence should be on social media. The second concept is: is it the tool or the operator of the tool who is to blame in this argument?
In this episode I will share the following:
Is social media evil or is the operator at fault?
The difficulty I have in understanding this new age of vanity.
It’s time to separate fact from fiction with regard to social media.
Getting social influencing right from the start.
I don’t know that we will reach a verdict on the evils of social media, but I am hoping to have some great dialogue on this topic. Join me on Thursday at 11pm EST/10pm CST/8pm PST for “Ask Czarina Live”.
A friendly reminder: I promised you that I would be posting the replays of “Ask Czarina Live” to “The Aristocracy of HR” You Tube Channel for those of you not ready to take the Periscope plunge. Unfortunately, Periscope has a bug that is preventing my broadcasts from properly being saved in my gallery, so I am currently unable to share my shows in both places. They are working on it and I will let you know when I am able to do it. For now, you can continue to view replays on Periscope, within the 24-hour window allotted,
As usual it will be fun, fresh, and insightful. I look forward to seeing you there.
Want more? Click here to watch the latest “Ask Czarina” episode. Subscribe to “The Aristocracy of HR” You Tube Channel to be notified when new episodes are published.
Today’s guest author is: Joanne Rencher, Founder of WGN in HR and Chief People Officer for Girl Scouts of USA.
Blow up HR. Disrupt it. Embed it in the business. Outsource all of it. Move HR Operations somewhere else in the company. Don’t talk about it so much. Talk more about it.
This article is tackling none of that. It’s all about you, HR professional.
Twenty-three years ago I was thrust into the world of business with only a dream and a belief that I could change the world. One bond insurance company, global NGO, consulting stint and two iconic institutions later – I still believe that. My dream has always been to lead. I view it as the highest calling in business. It is a responsibility to take others where there may not want to go, but need to be, as Rosalynn Carter once said.
The HR Journey (the field, but not the person)
The field of HR itself is a televised revolution of sorts. It has moved from 20th personnel administration and compliance as its textbook definition, to acquiring different territory with 21st century character. ‘Strategic business partner’ and ‘change agent’ increasingly reflect the fine lines of this newer model. Dave Ulrich, a leader in business and champion of HR, continues to push the envelope around how the field must stay relevant. In discussing one of his more recent books, ‘HR from the Outside In: Six Competencies for the Future of Human Resources’, Ulrich noted that ‘for the last 20 years, we have been enamored with “strategic” HR where the strategy is a mirror that reflects what HR should focus on. We now believe that HR should look through the strategy to the outside world. Strategy becomes a window on both the general business conditions and on specific stakeholder expectations so that HR can connect their work to external factors.’
However, as this wonderful evolution continues and businesses come to realize the importance of data analytics in their HR functions, and the next wave of marketing-based talent acquisition – HR leaders seem, in a word….stuck. In fact, I fear that the dreams of HR leaders to aspire to new and different heights are being deferred. What happens to a dream deferred? Langston Hughes has already explored the possibilities: rotted dreams, dried up dreams, those which fester or perhaps explode. We mustn’t let that happen.
Our HR Journey (the person beyond the field)
With amazing talent and skills in organizational effectiveness, talent development, and transformational leadership – in theory and practice – there should be far more HR professionals moving through the ranks of senior leadership, within and outside of HR.
The dearth of leadership development focus and opportunities is supported by a global executive survey recently released by Korn Ferry. The study, which included over 700 executives, asked about the state of professional development for human resource managers within their organizations.
Roughly two-thirds said that development programs for senior HR leaders were not “as rigorous” as programs for leaders of other functions in their organizations.
More to the point, just over half of respondents said HR people were considered for high-potential programs, but nearly 60 percent said there was no succession plan for their organization’s CHRO!
From Shoemaker to Runway
HR is the classic case of the shoemaker’s children. We take care of everyone else to the neglect of ourselves. But, it’s more than just benign neglect. I believe it’s the need to break the paradigm….that, in fact, is the thing which must be blown up.
I founded Who’s Got Next in HR?, Inc. (WGNinHR) to do exactly that. We’re blowing up the paradigm that says how rare it is for HR professionals to go to higher heights – whatever that means. The vision of WGNinHR (www.wgninhr.com) is to create the tools, the soil and practical advice for the tired, innovative, ambitious and business-oriented HR professional looking for ‘what’s next’.
No one will do it for us. We must create and sustain this movement ourselves. In fact, I often describe WGNinHR as a ‘Movement’. The world of business needs more C-Suite leaders – including CEOs – who have rich HR backgrounds and can lead through the toughest of terrains.
So, as you’re waiting for the next new model or opinion on the field of HR, abandon the ‘seat-at-the-table’ conversations and start setting the table. Join the movement!
Joanne Rencher Biography
With more than 22 years of experience across the profit, non-profit, domestic and global arenas, Joanne brings a wealth of executive leadership experience to her roles. She currently serves as the Chief People Officer of the national office of the Girl Scouts of the USA – the preeminent leadership development organization for girls – and is a member of the executive team. With a passion for developing business leaders across the HR field, Joanne recently founded Who’s Got Next in HR?, Inc. (WGNinHR) to challenge conventional wisdom around career paths for HR professionals. Joanne holds a B.S. in Business, Management and Economics from the State University of New York’s Empire State College.
On Wednesday 9/9/15, Steve Levy and I kicked off the first of three webcasts hosted by College Recruiter called: Honest Diversity Conversations. The aim of these webcasts is to step outside of the realm of the typical diversity conversations. We want to open the eyes of business owners and HR practitioners alike to the issues and missed opportunities that exist when we don’t consider the impact of what’s going on in society, their homes and most importantly the impact of our policies and procedures.
Last week marked our second week of Honest Diversity Webcasts. Our focus in the second webinar was on Discrimination and The Hiring Process. It’s easy enough to direct people in their job search. Preparing them for the potential injustices that lie ahead is less prevalent. It is very clear that even in an age of information, many candidates are still unclear about what their rights are and what actions they can take when faced with discriminatory activity.
From an employer standpoint, ensuring a fair hiring process means being able to take an objective look at your hiring process regularly to make sure your intentions match what is in practice. There is also an opportunity for employers to define what success in hiring looks like and measure against it. Without looking at data, it is clear that some employers can make assumptions about the efficiency of the hiring process and/or success of diverse people within their organizations. Diversity and Inclusion practices are not checklist items. It should be interwoven into how you operate in business. You need to be dedicated to ensuring that people of all demographics can be successful in being hired and retained.
In this webcast we discussed the less obvious ways candidates are discriminated against. We also tackled the trend of diversity mentorship programs and answered whether most diversity training is short-sighted. Check it out and join the conversation.
Register for the final webcast in this series on “Bias Leadership” here . We hope you will join us.
