Beth Anton Grous

Rosh Hashanah begins tomorrow, and I’ve been having conversations with Jewish friends who are feeling uneasy about sharing that they’ll be taking time off for the holiday. With the rise of antisemitism, many are afraid of facing discrimination or harassment at work. Rosh Hashanah is a significant time for reflection, renewal, and celebration in the Jewish community. Here are just a few ways you can create a workplace where Jewish employees feel safe and supported: 〰️ Be mindful of Jewish holidays, like Rosh Hashanah and Yom Kippur. Avoid scheduling major deadlines or meetings during these holidays, showing that the company values inclusivity and respects all faiths. 〰️ Asking for time off for religious observances (or really any personal reasons) should be accessible to all employees without requiring employees to explain or justify their requests. 〰️ Offer floating holidays so that all employees can observe religious or cultural days that matter to them. 〰️ Hold a religion and spirituality training for your entire team. Building knowledge on the diversity of religious and spiritual beliefs and observances, how to navigate differences, and how to talk about religion at work can be helpful to build and maintain a respectful environment. 〰️ Proactively educate teams on harassment and discrimination. Make sure your training includes discussions about antisemitism and other forms of discrimination so that Jewish employees feel safe sharing their experiences without fear of judgment or microaggressions. 〰️ Have managers and leadership model inclusive behaviors by acknowledging holidays like Rosh Hashanah and asking how they can support employees who are celebrating. 〰️ Address antisemitic comments or behaviors quickly and directly, ensuring that employees understand what constitutes antisemitism and the impact it has on Jewish colleagues. Shana Tovah to everyone celebrating! p.s. Just a reminder that you can be critical of the Israeli government without being antisemitic. Just be sure that you aren’t allowing those criticisms to color your view of Israeli and/or Jewish people. Taking issue with government actions is valid, but a lot of folks are generalizing those critiques to Jewish people everywhere which is incredibly harmful and perpetuates discrimination.

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“Vulnerability sounds like truth and feels like courage.” – Brene Brown. In our book You, Me, We – Why We All Need a Friend at Work (and How to Show Up as One!), Eric, Morag, and I share five essential practices for building connection. One of those practices is Courage & Vulnerability. 💜 I sometimes find it difficult to describe vulnerability – which is why I love this podcast so much!! My mentor, coach, and dear friend Tina Meyers, JD, MA, CPCC, PCC is a guest on The Vulnerable Man podcast [episode 100!] hosted by Christopher Veal. Listening to these two powerhouse coaches and leaders talk about vulnerability is a joy – and they share so many key learnings about this topic. A couple things that resonated with me: 🔆 Discernment is a partner of vulnerability. As leaders, we must discern when it’s safe to be vulnerable, the appropriate level of vulnerability for the situation, and what the vulnerability is in service of. 🔆 There is deep vulnerability in receiving. Saying YES when someone asks if they can support you, or asking for help builds connection. When we block others from showing support, we are blocking the connection (and maybe sometimes that is appropriate too lol). Thank you Christopher and Tina for the work you do in the world!! ✨ https://lnkd.in/gkJmiAEq

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At The Social C-Suite we love CHROs and Chief People Officers who are doing an amazing job on social media. That’s why we regularly feature a #SocialCHRO of the Month, and in May it’s Paul Whitney, CHRO of Sysdig! Very active on LinkedIn, Paul shares a real variety of content for his community. As Sysdig is a leading enterprise cloud security provider, it’s perhaps not surprising that much of Paul’s output is about the company’s technology. What is surprising (and refreshing) to us is the fact that, as CHRO, he talks about the technology at all. But it makes sense if you think about it. As head of HR, part of Paul’s role is attracting the right talent – including engineers. What better way to do that than to talk about the company’s innovative research and technology? If the Head of HR is tech-savvy, you can bet that the rest of the leadership is too. A great draw. And it’s not just social media where Paul is active. He’s also a regular contributor to articles and often appears as a podcast guest. Here’s a quote from a recent article in Forbes that we particularly like: “For new hires, building confidence is pretty critical and I believe is strongly correlated to future success. Creating multiple opportunities or the new hire to learn how things are done, setting early assignments with a high probability of success along with an after-action review for each one and finding ways for the new hire to build their network are all approaches I found to be impactful.” This is why Paul truly is a social leader: he uses social media and other online channels to share his expertise, and by extension Sysdig’s, to potential hires. Well done Paul for being our Social CHRO for May! #SocialCSuite #HumanResources #CHRO #PeopleManagement #CloudSecurity

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As a former biotech exec turned executive coach now dedicated to stimulating inspired, cohesive C-suite performance, I highly recommended reading this article. Research found that despite executive teams being a "consuming focus" of CEOs due to their impact on just about every metric of company performance, only 20% of the executive teams studied were high-performing. This means that 80% of senior exec teams struggle with many likely to do some sort of damage to the enterprise. Many of us learned and some continue to learn the hard way. While leaders intuitively understand why high performance is important, the struggle to work well together persists and staying on a strategic track appears to cause confusion when different parts of the business are involved. In many cases, the situation won't correct itself without some help. One reason is that it requires a specialized set of skills and approaches to be effective. Here are just a few of my faves from the many notable points made by authors Ron Carucci, Mindy Millward, and Eric Hansen: "Given the unique responsibilities of executive teams, it would seem obvious that they require a specialized set of skills and approaches to be effective. And yet few have cracked the code on building and sustaining such effectiveness." "...to exclusively represent the interests of those they lead. This turns the executive team into a lobbying platform where backroom horse-trading replaces sound decision-making and transparent tradeoffs. It often results in overly convoluted strategic plans that lack actual strategy..." "Successful executive teams articulate an operating philosophy aligned with their strategy, not a set of pie-in-the-sky platitudes that look nice on paper but feel irrelevant to the daily operation of the organization. They believe that by investing in relationships with each other and across the enterprise they can further embed a culture that supports success." " ...if you want an enterprise that is aligned, cohesive, and can execute, all while protecting a culture enveloped by trust, this is the price of admission." "#leadersshipteams #leadershipdevelopment #strategy #managementperformance #executivemanagement

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Undercover Boss, but for the interview process... Imagine a process where "mystery candidates (experienced HR/TA folks)" go through an interview process or some part thereof, collecting insights on bright spots and areas of opportunity tailored to an org. Then, at the culmination of their experience, they provide a detailed report to TA and HR leaders including qualitative feedback, potential legal/compliance risks, and tailored recommendations. That would be dope! Who wants to hire me to do this? When I think about my experience in DEI, HR/Compliance, TA and Tech Implementation/Optimization, I could certainly add lots of value. Whatcha think, Linkedin peeps? Signed, #YourNeighborhoodHopeDealer #inclusiveexcellence #hiringprocess #jobsearch #techoptimization #hrconsulting #hrops

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#TheMorningInclusive: The Power of ERGs in Cultivating Belonging In a recent Forbes article by my good friend, Julie Kratz, it's clear that Employee Resource Groups (ERGs), or as we call them at Krispy Kreme – Assorted Originals, are not just a trend—they're a cornerstone of modern workplace culture. Despite some perceived pushback against Diversity, Equity, and Inclusion (DEI) initiatives, ERGs are proving their staying power and essential role in fostering a sense of belonging. ERGs are more than just groups; they are communities within organizations that provide support, networking opportunities, and a platform for underrepresented voices. They help bridge gaps between different parts of the workforce, creating a more inclusive environment where everyone feels valued and heard. One key takeaway from the article is that ERGs contribute significantly to employee engagement and retention. Employees who know they belong are more likely to be engaged, productive, and loyal to their organization. This sense of belonging is crucial in today's diverse workplaces, where employees seek more than just a paycheck—they seek a place where they can bring their whole selves to work. More importantly, ERGs play a vital role in driving organizational change. They often lead the charge in advocating for policies and practices that promote equity and inclusion. By giving employees a voice and a sense of ownership over their work environment, ERGs help create a culture where inclusion is the expectation, diversity is celebrated, equity is how business is done, accessibility is the amplifier, and everyone has the opportunity to thrive. As we move forward, organizations must support and invest in ERGs. They benefit not just the employees who participate in them but the entire organization. A culture of belonging is a culture of success. Let's continue championing ERGs and their invaluable role in our workplaces. #DEI #Belonging #Inclusion #Diversity #Equity #Accessibility #ERGs #AssortedOriginals #EmployeeEngagement #WorkplaceCulture https://lnkd.in/eTQjNyvY

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The future is fractional. Why? So many Chief People Officers like me, and other executives are trading in their corporate salaries for more flexibility and the chance to design their lives the way they want to live. And companies are tapping into this talent - it is affordable and flexible for them. I’m thrilled to be a part of the future- and I got to share some of my thoughts in this Worklife article, along with my friends Morgan Williams and Anessa Fike. https://lnkd.in/eQdzPN8F

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I've always advocated for treating everyone equitably based on their individual situations and needs. Today, I want to share a personal reflection that underscores why this approach is so crucial. At 55, I'm fortunate to have experienced zero menopausal symptoms. This got me thinking: How can I truly understand what other women are going through? It's a bit like how I've never had cancer or any other serious medical condition, yet I can empathise and advocate for necessary workplace adjustments for those who have. This realisation highlights a key point: Our personal experiences don't limit our ability to create inclusive workplaces. In fact, they challenge us to broaden our understanding and empathy. As menopause awareness is in the spotlight this month, it's a perfect opportunity to demonstrate how equity applies in practice: 1️⃣ Listen and Learn: We may not share every experience, but we can always listen and educate ourselves. 2️⃣ Flexible Solutions: Implement adaptable policies that can serve various needs, not just one group. 3️⃣ Open Dialogue: Create a culture where discussing individual needs, including menopausal symptoms, isn't taboo. 4️⃣ Universal Design: Think about how accommodations for one group (like temperature control) can benefit everyone. This approach aligns with my belief in equity: it's not about treating everyone the same, but about providing what each individual needs to thrive at work, even when those needs differ from our own experiences. ❓ How do you approach understanding and accommodating experiences different from your own in the workplace? ❓ What strategies have you found effective in creating an environment where people feel comfortable discussing their individual needs? Let's discuss how we can foster empathy and create truly inclusive workplaces that support all employees through their various life stages and challenges. #WorkplaceEquity #InclusiveLeadership #MenopauseAwareness #HRStrategy #EmployeeWellbeing

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Had a conversation with one of my favorite executives. We discussed the power of questions. We shared questions we like to ask during interviews, or just to ask day-to-day to spark interesting discussion with direct reports and colleagues. I love this: "In what new things have you invested yourself recently?" And this: "What thought leaders have most influenced your work?" What are your favorite questions to spark conversation and/or get to know someone better?

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Rolling out a new people program can feel daunting, but it's crucial for fostering strong leadership and driving company success. This upcoming panel is a great opportunity to learn from experts who’ve been in the trenches and can provide invaluable insights on launching with confidence. Excited to dive into these practical tips and strategies for setting your program up for success! Join the webinar - link in comments.

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A DEI Story Ten years ago I was asked to speak at an executive offsite, as the Friday night opening speaker before a weekend of meetings. The HR VP said, I want the opening ceremony and your talk to focus on the contributions of women in our firm. OK, that sounds great, I said. The CEO has already approved the offsite agenda, she said, but I’m going to run through it at the executive staff meeting tomorrow, too. I’ll check in with you afterwards and send over a contract. The next day was a Friday, so I was not surprised that I didn’t hear from her after the executive staff meeting. On Monday, she called me. I don’t even know, she said. I just do not know about these people. What happened? I asked her. OK, listen to this, she said. I walked through the agenda for the weekend offsite. There were no questions. I said, so I will go ahead and book all of these speakers, is everyone fine with that? The room was silent. Finally, the CEO asked, OK, why the silence? Our HR VP asked a simple yes or no question. One of my colleagues finally spoke. He said, I don’t understand why we have to do a tribute to women. We have women in management, and that’s fine. We’ve never done a tribute to men. The HR VP said, women only entered the white-collar workforce in large numbers in the 70s. They are still far behind men by every measure. I think it’s important to celebrate the contributions women have made to this firm. Do you disagree? Then the dam broke. Person after person (that is, man after man) said, why do we have to lift up women? Are we trying to help women compete with us for our jobs? Is that a good use of our time and energy? Why is it always women this, women that? The HR VP said, I am the only woman on the exec team. That’s a problem. Women make up only 18% of our management ranks. That’s a huge problem, too. We need to send a signal that women are welcome here and it needs to be true. This company is seen as an old boys club in an industry that is also seen as an old boys club, and not to put too fine a point on it but those old boys are not only men but white men. If the idea of doing a celebratory reception to recognize women and having a speaker talk about women and leadership is too much for you, how are we going to compete in the 21st century? Our customers are way more diverse than the faces around this table. They moved onto another topic without resolving the issue. ——- They did not engage me for the Friday night talk which is a good thing for all concerned. Sometimes people say the quiet part out loud. The pushback against DEI is all about self-preservation for people who never thought they would face competition in any area of their lives.

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No work-related communication outside of work hours, sounds like a dream, right? If you’re like many of the people in my inbox who are feeling even more uncertain about what you can and can’t say to your employees, and when you can say it, now that the Right to Disconnect rules have been implemented for some businesses, know that you’re not alone! Some of the common questions we’ve been asked are: ❓Can I contact an employee who has been on Sick Leave to ask if they are returning to work the next day? ❓Can I still ask that my employees let me know before their usual working hours commence if they won’t be coming to work that day? ❓ Can I still send emails to my employees outside of working hours for them to action the following day? ❓ How do I notify an employee who has left work for the day about a change to their work schedule for the next day? ❓ Is it ok for me to text an employee to check if they are ok after a rough day? It’s often the operational logistics of a legislation change like this that puts us in a spin about how we’ll comply. My advice? 👏🏻 Let’s have the conversation with our teams. Ask them about what they feel is reasonable communication outside of work hours and how they’d like to receive it. 👏🏻 It’s a good time to review your policies around notification of absences and response times etc, to ensure your new agreements are recorded in writing. 👏🏻 Consider new systems and processes that will allow you to communicate shift times, roster changes or other important information in a way that an employee can ‘self-serve’ or prevent the communication from having to occur in the first place. Finally, and this isn’t part of the legislation requirements… 👏🏻 Think about how this right to disconnect can work both ways to allow you as the employer to disconnect too. Most often, we’ll have employers report to us about the barrage of communication they receive from their teams after hours: 🤔 Things they’ve forgotten to do during the day that need to be done 🤔 Leave requests that they’ve forgotten to submit 🤔 Requests for flexibility to suit some new circumstances 🤔 Questions or complaints about their role or a colleagues performance 🤔 Resignation letters (or similar bombs) dropped at 5:01pm! Great teams are built with mutual respect and we’ll all be better for having had the opportunity to disconnect, employees and employers alike. Tracey Mylecharane and Paula Maidens had an insightful conversation about this topic on Tracey’s podcast recently - check it out here: https://lnkd.in/gunM_xhm I'm Leanne Hasting Click my name + follow. I share real, raw and relatable stories and strategies to help employers create amazing workplaces for their teams, and for themselves. #humanresources #alliedhealth #professionalservices #businesssupport #employer #employeerelations #wellbeingsupport #righttodisconnect

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Digging into the Headspace "Workforce State of Mind report" with insights from 2K employees, CEOs, and benefits leaders. Not surprisingly, the data highlights the impact of work-related stress on employees' personal lives and underscores the crucial role of relationships – with colleagues, managers, and leaders – in shaping mental and emotional well-being. Actionable steps to build positive work environments and mental resilience of the workforce include training managers to better support their teams, encouraging boundary setting, fostering a sense of employee community & connection, and transparent communication from leadership to build trust.

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Sometimes, people ask how a DEI consultant supports organizational growth? Let's jump into a Client Case Study  Overview: A company with 1000 employees was grappling with significant disparities in internal data, particularly concerning the representation and advancement of Black and Asian women compared to the rest of the organization. Challenges: Disparities in Representation: Black and Asian women were underrepresented in leadership positions and faced barriers to advancement within the organization. Lack of Inclusive Practices: The company's existing policies and practices failed to support the advancement and retention of diverse talent adequately. Data Gaps: Limited data collection and analysis hindered the company's ability to identify and address systemic inequities effectively. Solution: ShiftED Consulting collaborated closely with the company's leadership to thoroughly assess its DEI landscape. This included: - Collecting and analyzing data on employee demographics, retention rates, promotion rates, and performance evaluations. - Facilitating focus groups and surveys to gather insights from employees, particularly Black and Asian women, about their experiences and challenges within the organization. - Conducting interviews with key stakeholders to understand existing barriers and opportunities for improvement. Based on the findings from the root cause analysis, ShiftED Consulting worked with the company to develop a three-year strategic plan focused on the following key areas: - Cultivating Inclusive Leadership: Providing training and development opportunities around Culturally Competent Management, Equity training Series, & Equitable Performance and Promotion Systems  - Created tailored professional development and affinity spaces for Black and Asian women to pour into and lift them up, given their disparate experiences - Strengthening Data Collection and Analysis: Improving data collection methods and implementing regular reporting mechanisms to track progress and identify areas for improvement. Results: By the second year of implementing the strategic plan, the company witnessed significant improvements in diversity, equity, and inclusion outcomes: Representation of Black and Asian women increased by 33% across all levels of the organization. Employee engagement and satisfaction scores improved, reflecting a more inclusive and supportive workplace culture. Profits nearly doubled, demonstrating the positive impact of diversity and inclusion on organizational performance and growth. Conclusion: Through a holistic approach to diversity, equity, and inclusion, the company was able to address longstanding disparities and create a more equitable and inclusive workplace for all. By partnering with ShiftED Consulting and committing to a strategic plan focused on systemic change, the company improved diversity outcomes and drove significant business results. If you are interested in learning more, book a discovery call today!

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5 Loved Ones Lost in 8 Months: Rethinking Bereavement Policies for Compassionate Companies In the last eight months, I have faced the difficult loss of five loved ones. This profound grief has led me to rethink how companies handle bereavement. In the US, the standard for bereavement leave is a mere three days. But in reality, it takes three days to begin to fall asleep again! How can we expect people to return to work and perform at their best under these conditions? American workers, particularly lower-wage earners, are disproportionately affected by inequitable bereavement leave policies. The U.S. Bureau of Labor Statistics indicates that among the lowest 10% of wage earners, less than 20% have access to paid funeral leave. As a consultant, I understand the need to balance budgets, but let me emphasize that we must prioritize people. When we take care of our employees first, everything else in business tends to fall into place more smoothly. For small businesses where big benefits might seem out of reach, here are some practical and budget-friendly ways to support employees during their time of grief: 💡Proactive Education and Resources: Provide employees with information and resources to navigate loss before it happens. This prepares them for the inevitable and shows that you care. 💡Company-Paid Mental Health Support and Grief Counseling: This is surprisingly affordable and can significantly affect an employee’s ability to cope with loss. 💡Employee Assistance Programs (EAPs): Small businesses can access these programs without breaking the bank. They offer valuable support services to employees. 💡PTO Pool: Allow co-workers to donate their PTO hours to grieving colleagues. This fosters a supportive and empathetic work environment. 💡 Cross-training: Ensure key job duties are covered by cross-training employees. This support structure helps maintain productivity and eases the burden on grieving employees. As leaders, we are responsible for asking ourselves: what are we doing to support our employees during their times of loss? By implementing these measures, we create a compassionate workplace and build a resilient and dedicated workforce. Let's transform our approach to bereavement policies and lead with empathy. Share your thoughts, and let's make a difference together! #BereavementSupport #WorkplaceCompassion #EmployeeWellbeing #Leadership #HR #MentalHealth

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Sometimes people's moments of clarity are separated from their moments of action, For Tony Martignetti, it all happened right there in that moment. If you've ever felt like quitting in the middle of a meeting, listen to Tony's episode today. ➡ https://lnkd.in/dKKg48Er

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Oooh this, this, this! I have Becky Barsellotti to thank for sharing this one. This is the clearest argument I've heard for why there are a declining number of women in senior leadership positions. Essentially that women are offered 'accommodations' ie part-time work when they come back after having babies, (and men less so), rather than being supported via flexibility and a healthy culture around how we work/not overworking and the realities of being a parent. "I won't be able to over-work like I used to so I best step back" or.. "It won't be possible for me to be consistently there for those moments that matter, so I'll best take that part-time role." #culture #hybrid #flexibility #futureofwork https://lnkd.in/eBy9Si3M

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This is going to be a great webinar. The Wages and Wellbeing National Study uncovered numerous unexpected findings and trends that HR and People Leaders need to know. Save your spot below and hear directly from leaders at Instant about the findings via HR.com!

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Is "quiet quitting" quietly sabotaging your team's performance? In this video, we dive into why disengagement is more than just a trend—it’s a critical leadership challenge. Learn how shifting employee expectations are changing the way we lead, and get practical strategies to stop quiet quitting from derailing your team. We also have an upcoming Influential Leader Workshop starting October 7 where we’ll dive even deeper into these challenges and equip you with the tools to re-engage your team and boost productivity. Don’t miss out—check out the video and secure your spot using the link in the comments!

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