by Janine Nicole Dennis | Mar 12, 2015 | Ask Czarina, Business, Featured, Life, Women in Business
Image courtesy of Janine Truitt and Gap Inc.
Series Introduction
Every year, I like to find a different way of celebrating my favorite day: my birthday. Since I am turning 32 next month (I know…awww…), I’ve decided to share 32 revelations I have had during the course of my life about everything from life in general to business. Think of it as daily inspiration for you and therapy for me. It is a challenge for me, because I don’t think I have ever published a post everyday in the entire existence of The Aristocracy of HR. Plus, I recognize that while I am fairly generous in sharing on social media and here, I have only just scraped the surface on sharing who I am when I’m not pontificating how HR and Business can do better. Let’s use the month of March to get to know one another better. I hope at the end of the month, you walk away with something you can use in your own life or business.
Day 9 of 31- Chin Up, Dear!
From my teens and through my early twenties, I had this dream to become a model. When you live in NY, you don’t just sit on that dream you get on a train and hit the concrete jungle to make it happen. It was a grind that I loved. Between going to school and working I was combing the web for auditions whether they were for dance or modeling open calls. I went a long time without representation and that is its own bag of tricks. For those of you who have either danced, modeled or acted you know it involves a rollercoaster of emotions. You go from being really excited one moment to having that lump in your throat right before you get called to do your thing. Then there’s the aftermath. This is the affect of your ruminations about how you did on the audition; peppered with the comments and facial expressions made by the casting team.
Having been in the industry at a time, the one thing I can tell you is that you have to have really thick skin. It is a very connected, clique-y profession. As a newbie, I was fresh meat and vulnerable to any criticism they wanted to make. You knew which girls had an established rapport. They didn’t even need their portfolio- it was “kiss-kiss and hug-hug and oh we missed you the other night at X lounge in Soho and they got the gig”. The one casting director that sticks out in my mind is a guy who was launching an urban brand. He was coming up on the heels of the urban fashion movement of the late 90’s and early 2000’s. He suggested that I get a nose job and consider getting veneers to close up the gap between my teeth. I was forthright in telling him I would do none of the above, but the more time I spent in the industry hearing similar suggestions it began to wear on me. Momentarily, you start thinking should I get the nose job or the veneers? The pressures to look a certain way wear on you with time, if you don’t check it.
Image courtesy of Janine Truitt and Gap Inc.
The last straw was when I went to a dance/model audition for a notable rap artist who shall remain nameless. The director called me up after the audition to offer me the part in the video along with parts in upcoming videos he was directing with the likes of Alicia Keys and other artists. The one condition he had was I had to go out with him and his friend to drinks and do things I will leave to your imagination. That conversation ended with me telling him: “I am in college, I have a future, a boyfriend, and never call me again”. He got my drift and by some act of God I made it to the final string of auditions for the video. The artist got himself in a jam so we never got to formally shot the video. The artist also tried his hand with me and I had to set him straight as well.
Modeling was fun, but it was the first time in my life that I truly had to learn to live with rejection, being scrutinized and having to defend my standards and worth. It was a lot to deal with at the time, but I have been really thankful for the experience the past few years. When I’ve had to face rejection in the workplace or have been under scrutiny in a job; I always remember my modeling days and suddenly the situation doesn’t hold as much weight. I just tell myself “chin up, dear” you got this. Every time you show up to start a new job, project or make a life change it is like an audition. It could go really well or you could fail. Either way, the only thing that is sure in that moment is you showing up and doing what is needed. The rest is out of your hands. I also learned that you are nothing in this world if you don’t have a standards or values. I could have caved and acquiesced the director’s request and went on to do some huge projects that could have catapulted my modeling career, but at what cost- my dignity, worth, future husband (who was my then boyfriend)?
I walked away from modeling with my head held high and no regrets. I ultimately knew I had great things in store for me as a college student and professional. Don’t get me wrong, I still enjoy striking-a-pose once in a while, but modeling now serves as a distant memory and a lesson of fashionably sashaying away from things in life that compromise your worth.
Czarina’s Lesson: Everything in life is connected. It’s up to you to make the connections and recognize the lessons.
by Janine Nicole Dennis | Dec 4, 2014 | Business, Featured, HR Innovation, Human Resources
I had the privilege of being invited to the first ever IBM and Purematter Thinkathon: Hacking The Future of Work event in New York City last month. It has taken me this long to properly synthesize all of my thoughts and experiences from the event.
Why Hack The Future of Work…
The purpose of the “Thinkathon” was to get 30 people who influence the world of work in one room over three days to discuss the future of work. Over the course of these three days we were met with mind-bending presentations from IBM’ers as well as other notable keynotes. We also spent time in groups discussing how we see things like workspaces, communication, talent, technology privacy etc. working in the future.
Of the notable keynotes, was a woman by the name of Faith Popcorn. She was charged with providing the group with a glimpse of the future of the work circa 2025. While I believe we all came into this presentation with our eyes wide open and ready to be schooled, many of us became a little disheartened with what we learned of the future. In this keynote, 2025 was a vision of robots having governance over pretty much everything, simulated living/working, and the disappearance of careers. It’s important to note that Faith Popcorn is known for making wily predictions that come to pass 95% of the time (check out some of them here). As someone who has a passion for the human touch in business, I felt like someone punched me in the gut listening to her go on about a world 100% driven by robots and technology.
Based on her view of the future of work, the human touch is extinct and we all live and work in a simulated, computer amplified world. The idea that humans relinquish more and more control as technology advances presents a pressing question for HR professionals. If careers are obsolete, and people can work via simulated workspaces with a bevy of robots running about our communities and companies- what will HR’s role be?
Jay Kuhns, fellow HR expert and I with IBM employees and VIP Futurists at the IBM Design Camp. Photo courtesy of @kwheeler
The facts are…
HR will have to transform more rapidly in the next 10 years than it has the past thirty to keep up with societal and technological advances should Ms. Popcorn’s predictions hold true. Will there be whole HR departments run by robots in 2025? I don’t think so, but do I believe that we will see more and more outsourcing of functions that are better delivered by technology or people specifically dedicated to that one function? Yes. As far as the talent goes, we are all reported to be free agents by 2025 and solely responsible for marketing ourselves to companies for work. The idea that there are no more defined roles within an organization filled with professionals with a finite set of skills creates complexities for recruitment teams and every other facet of HR as we know it today. Which begs the question will there be a need for recruitment teams in 2025? I think there will be reverse recruitment in the sense that jobseekers with broader profiles will have the ability to actively recruit or seek out companies that align with their values, passions and that have a need for their skillsets. We already are starting to see this with the concept of employer branding and candidate experience. In 2025, Onboarding may be a thing of the past or repurposed, if people are no longer in traditional roles requiring the usual assimilation into their companies.
When asked about the economical impact of this new reality of the future of work, Faith Popcorn responded “there will be the haves and have-nots.” Which leads me to address the global implications of this new reality of the future of work. With companies outsourcing work to alternative markets abroad to create efficiencies and lower labor costs- will we drive these advances in how we work or will the U.S be a late adopter? Admittedly, Faith’s research and predictions are based on the American market, so she could not speak to the global implications of what she was proposing. However, with an economic reality of haves and have-nots and no real mention of those that “have a little” a.k.a. the middle-class, who are the future workers? Are they humans, robots or a mixed bag? If any of the future scenarios involve robots as actual workers this changes the entire landscape of employment law and labor relations. We will have to start thinking of things like “do robots have rights or does being human need to be a protected class?” Wild!
My opinion is change is often far more gradual than the vision of the future I viewed in Faith Popcorn’s presentation. The change we experience in the world of work will be gradual largely because many companies haven’t even adopted the technology and progressive practices available to us now. The playing field is not level for all people socially and economically which also hasn’t been resolved on a global scale; nor will it be in the foreseeable future. I have reason to believe there is a greater need in the future to preserve humanity and it’s place in the world of work. I also believe that when you predict things in the future you have to also account for the inevitable outlier events and resistance to change that often color and shape the final outcome. Too much of anything is never good and that also holds true for any imagined advances for the future of work. With some technological leaps, hardcore streamlining with a focus on creating new efficiencies and a genuine dedication to meeting the needs of future talent and business; I think the future of work has plenty of promise.
What do you think the future of work will look like in 2025? I want to hear from you!
Over the next couple of months, I will be working with IBM on some cool initiatives. Follow my journey along with my 29 fellow futurists with the hashtag #NewWayToWork.
Here’s a glimpse of the IBM Verse launch I was privileged to attend on November 18th, 2014.
http://youtu.be/f1nsDgl5eB8?list=PLEjl4yzB6ckErwJCQyIcBOY0m2s-li4Af
by Janine Nicole Dennis | Nov 12, 2014 | Business, Career, Featured, Life, Talent Management
When I graduated from college, I had a fire in my belly that you could see from miles away- I was hungry for opportunity. I purposely went into to HR having done my research on it as a profession. Additionally, I was told that there was an ongoing need for someone with this expertise in the future. My plan at that time was to become the CHRO at some big corporation- preferably a company in pharmaceuticals, healthcare or science.
From the day I graduated and landed my first career job, my focus was on driving results, being a game changer and going above and beyond. In my head, these were the things that were going to get me to the promise land of CHRO’s. As you have read in some of my previous posts, my career travels in HR have not been without challenges. However, through perseverance and that fire in my belly I kept pressing on- trying to find something different, challenging and unique in each progressive position.
Well…the buck has stopped.
You see something interesting happened in 2013. The first thing was my long-term plan of starting my own business became a short-term plan when one of my mentors/friends ran an assessment on me that reported me as being 100% entrepreneur. With several phone calls taking place between she and I plus others in my circle of trust saying “why start your business in 10 years, Janine?”- I took the leap of fate and started my talent management firm, Talent Think Innovations, LLC. Even with starting it, I made a plan to be working full-time in it within five years. Again, a colleague of mine told me at a conference- “it won’t take you that long- you will be blown away by how soon you get up and running.” I appreciated her sentiment, but I had a plan. Then came, performance evaluation time last year where I figured I’d give one more shot to my company to promote me or at the very least have a short-term plan for my career. I wrote up a four-page summary of my accomplishments and achieved business outcomes tying them back to the overall strategic business plan of the organization. Excited for the very first time in my career to have a performance conversation, I went in with my head high and hopes to hear that they liked my summary.
Instead, I was given a paper for my increase for the year (internal equity was the culprit- see my thoughts on that here). I was then told that all things are superb with my performance. Still things are good. Here’s the zinger and pay attention to this: “Janine, you are talented but I don’t know how to get you where you want to go.”
I could go on for days explaining to you, my beloved readers how damaging this approach is for your attraction and retention strategy, but this is not my purpose today. That one statement -along with the rest of the conversation that resulted in me having to justify my telework days for the thousandth time (again another post, different day) both angered and moved me . It moved me to rethink what that 22 year old so earnestly wanted early in her career and what this 31 year old woman needs and deserves today. What I decided was to take one year to rediscover what moves me. In under one year, I have realized that the 22 year old me was not well-informed about the business-side of things and the assessment was onto something important. Which is why, I happily put in my resignation over eight weeks ago and am sailing into my business full-time effective this Friday.
In hindsight, I was never prepared for the barrage of corporate politics, greed, the lack of ethics, the red tape, and the hierarchical crap that is so prevalent in today’s business environment. I handled and I survived it, but paddling in these murky corporate waters trying to anticipate fires, character assassinations and pleasing people that have built careers off of lucky breaks and breaking rules.
Plans fail, but new doors open…
When I say I was “both angered and moved” by what happened last year I was. In fact, I cried the whole car ride home trying to discern what my next move needed to be. What I’ve learned is it is not any company’s job to succumb to my career aspirations or professional requests; but it is absolutely my job to create the life and career I want for myself and my family. Since I made this decision to leave my gainful employment, I have received the following feedback:
“Janine, what will you do?”
“Are you going to work for another employer?”
“I’m so jealous, good for you.”
“You suck, I’m really going to miss you.”
” Sorry to see you leave, you were one of the good ones.”
All of these statements make me happy. For one, I am clear on the plan for now and even a few years out, but I am so open to new experiences-so those first, two questions just make me giggle. The latter three make me smile, because I know I made a great impression on colleagues at all levels and achieved lots of what 22 year old Janine set out to do.
Corporate America you’re losing a soldier on Friday. It may not be indefinite, but for now I can’t stomach you. I’m hard-working, caring, intelligent, forward-thinking and damn good at what I do. My only intention was to be of service and do meaningful work. I’m not mad at you per se- in fact I should thank everyone who has told me “no” for the past ten years. You have now ignited a new fire in my belly. Now my goal is to make an impact and it doesn’t have hierarchical implications but global ones. Thank you for helping me raise my standards and take back control of my career.
The future is bright…
To find out more about me and my baby, check out Talent Think Innovations, LLC here.
by Janine Nicole Dennis | Nov 6, 2014 | Business, Featured, Leadership development, Talent Management
GIF Image courtesy of Tumblr
Humility is defined as “the quality and/or state of not thinking you are better than anyone else.” When you have made it to the huge conference room and are seated with the suits and powerful figureheads in your organization- what changes? Does the title and other executive accoutrements give you a license to forget the plight of another human namely your employees?
Some of the best leaders in our history are remembered not mainly for their professional pursuits and contributions, but because of how they made people think and feel. For years, we have tried to get to the root of what makes for a successful leader. There’s the theory of emotional intelligence, there are 360 assessments, Myers-Briggs inventories- yet with all of this psychological insight- we still have the wrong people in leadership positions. Moreover, the poor underlings remain where they are to scribe the latest and greatest stories of poor leadership via water-cooler conversations, exit interviews, abrupt resignations etc.
How does humility help business leaders?
It allows your leaders to have compassion when an employee becomes terminally ill and needs flexibility due to failing health and ongoing treatment. Humility provides a different framework for viewing an employee that may be having the worse year of their life due to domestic issues. Additionally, it allows you to see your employees as fellow human beings that are deserving of fair treatment in all things pertaining to salary, upward mobility, development etc.- you know the kinds of things that draw people to your company in the first place.
More often than not, I continue to be approached by people that have never or rarely seen humility in their leadership. What a shame! If you are bringing in business, laying out the new plans for company growth, all while seducing your investors with your witty charm- congratulations you have handily won over your investors, CEO and all the “beautiful people” at the top. The bigger question is how many chalk outlines lead to you? How many casualties have you caused on your road to leadership stardom?
If you have lost track, you may want to rethink your strategy as a leader. Here are some things I know to be true:
1) If you are a jerk and you show no interest in your employees, they will not be productive, they will not enjoy their work and they will use your time and theirs to find something better.
2) If you are a malicious jerk (the kind that goes after people for folly), your employees will not be productive, they will undermine any expectations you have of them. Additionally, they will likely leave and sue those beloved Brooks Brothers pants off of you.
3) If you are a leader and a passive-aggressive jerk, your employees will see right through you and everything I said in 1 and 2 will follow.
How is this helpful?
It’s helpful to know that you don’t have to be a jerk to be an effective leader. You need to know that showing compassion and humility will speak many more volumes to who you are and why you deserve that title where your employees are concerned. I hear the “but, Janine all the other leaders are like this- I can’t be the odd one out?” My answer: tough shit. No one said this leadership stuff was going to be easy. Sometimes you have to be willing to stand tall in your own truth as a person and as a leader. It may be possible that in you doing so, your counterparts will see the virtues of leading with humility and follow suit.
Wouldn’t that be nice?
Just so you all know, I am dedicated to awakening companies and leaders to the importance of leading with integrity, intelligence and compassion. I’m also a sucker for companies doing it right. Let me know how you have been successful in ensuring your leaders lead with humility.
by Janine Nicole Dennis | Oct 21, 2014 | Business, Featured, HR Policy, Talent Management
Outside of my love for both Recruitment and Talent Management lies a fascination with Compensation Strategy. It is the window of opportunity that every company has to compete for talent. Not every company can deal the same cards. Some will lag the market, some will lead and others will mirror the market. Even more fascinating is this sentiment that a person’s worth in an organization should be marginalized by the salaries of others- a.k.a. internal equity.
If you are unaware of internal equity, here is the breakdown in a story: you are courting a new Accountant from the outside. You already have six other accountants company-wide with varying levels of knowledge, skills, abilities and tenure. You ask the new Accountant for their salary requirements; but before you oblige their wish list- you check the salary spread across the six individuals you currently employ. In doing so, you find that the lowest paid Accountant gets $65,000 per year and the highest paid Accountant gets $85,000. Your rockstar Accountant candidate is making $85,000 plus a $10,000 per year bonus. To make him whole he is looking for $93,000- 96,000 per year. Despite your salary range of $63,800- $94,000, you decide to offer $87,000 because you would hate to disturb your internal equity among Accountants.
Here’s the issue with this strategy:
1) You are likely to either have your candidate decline your offer to move onto greener pastures or he will counteroffer and you get to play that game.
2) This person has an MBA, CPA and has worked at KPMG for over 15 years. You only have one other CPA on staff and they don’t possess the 15 years of experience at a big firm or an MBA. How can you offer him less when he is more qualified?
3) Depending on whether your ranges lag, lead or mimic the market, you may spend a long time trying to make this candidate whole- which may become old and eventually push the candidate to seek new opportunities.
Don’t get me wrong, I like to look at internal equity to give me a barometer for how people are situated salary-wise in the organization. Additionally, it helps you to make equitable decisions regarding both internal and external candidates. However, I have seen companies use it to drive their compensation strategy. It isn’t a strategy at all. If someone meets and/or exceeds the functional and strategic needs of your organization, you may have to bust the internal bubble once in a while.
It is foolhardy to believe that every hire will conform to the confines of your salary structures. The key is to make the right compensation decisions and burst that internal equity bubble only when it makes the most sense. However, inconsistent compensation practices whereby certain employees are paid more and unqualified or under-performing- will undoubtedly undermine any aspirations or hopes you have for a fairly compensated workforce. More often than not, I see under-performers that are better compensated than those who perform at or above their pay grade.
What does that say for internal equity?
If you truly care about a transparent and fair payment system, you have to start with the premise that every person regardless of race, gender, ethnicity etc. is worth the value they provide to the organization. Salary is just one piece of the puzzle, how else can you leverage rewards, benefits etc. to improve your overall offering. I understand the reasons why internal equity is needed, but as a strategy it is stifling and only as good as your overall compensation practices.
