Leanne Viola

Mark Simpson  I appreciated your session last night with JESS VON BANK and Jason Averbook. One of the spin offs of AI  in the hiring process is this type of data. Hiring Managers think they treat all candidates equally at interview... but they don't. This information together with studies from other AI companies such as BrightHire, Screenloop are helping to give useful feedback around how male interviewers treat female candidates differently at interview: - interruptions - the type of of questions they ask, - male coded chit chat - length of interview - number of interviews - the reduced time they give women to answer - how men dominate the conversation I have pulled together some of the data from different sources here here via 3Plus International https://lnkd.in/eUbxnybk This is really important information which any Hiring Manager should be aware of. #recruitment #interviewing #AI #jobsearch

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I often talk with Gen X leaders about the "generational divide." Millenials and Gen Zers want different things (and I think that's a GOOD thing!). In this #RONderings clip, Kate Gerson discusses how new generations are not rooted in work and careers; new generations are showing boundaries in the working space. Clip here: https://lnkd.in/e-cYsY7T

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You want to be a more strategic talent acquisition leader? AI is here and it affords us the ability to be more strategic. We shouldn't fear it replacing our job... we should fear missing out on having more space and time to learn. We need more leaders and strategists in the talent acquisition space that know how to think. "Corporate America" has lulled us to sleep and its time to wake up. The traditional way of doing business within corporate structures has trained us on 👉what to think👈 instead of creating environments where people learn 👉how to think👈. Dare I say it, our educational systems have also fallen prey to this as well. Schools should be creating environments that nurture curiosity and a love for learning... this has become less and less the case today in my opinion. AI isn't here to replace peoples jobs... it's here to give us space to love learning and have more strategic impact not only in TA but in so many areas of business and life... Don't use AI to do the thinking for you. Use it to create space to spark new ideas and solutions to age old problems. Let's wake up to the opportunities before us using AI to enrich our learning and spend our time on solving the right problems. Agree?

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My esteemed colleague, fellow Alliant International University-San Francisco Bay Ph.D. alumnus, workplace bullying expert, and author of "10 Steps to Overcoming Workplace Bullying," Nanette (Nan) A. Cowardin-Lee, PhD, is featured in an upcoming FREE online summit on NAVIGATING WORKPLACE BULLYING. The timing and relevance of this is uncanny, no? Toxic workplaces are (unfortunately) becoming more common — leaving people feeling trapped without alternatives. And bullying is (also unfortunately) becoming normalized. This Online summit opens with two well-known anti-bullying advocates — Dr. Gary Namie and Linda Crockett — and is hosted by Andy Regal, an an award-winning TV producer and workplace bullying survivor, will be opening the “Navigating Workplace Bullying: Finding Resilience and Feeling Joy Even in Crisis” Online Summit. This amazing virtual event, offered at no cost, launches November 18, 2024, featuring a remarkable lineup of 25+ world-renowned experts on the topic of workplace bullying. In addition, you’ll gain insights and strategy from our expert panel on: The often-overlooked health consequences of workplace bullying Hidden costs and business implications of workplace aggression Techniques for building personal resilience Creating a positive workplace culture Join and discover a wealth of practical strategies to support you emotionally, reduce anxiety and truly help you navigate and thrive in your toxic workplace. When you enroll in the summit, you will: Connect with others who understand your struggles Learn expert strategies for building resilience and overcoming adversity Uncover practical steps to foster a healthier work environment Discover paths to happiness and fulfillment, even in challenging times How it works: This online summit is prerecorded, and each day, you’ll receive an email with a direct link to that day’s expert speakers. No need to clear your schedule – tune in when it suits you best! Don't miss this opportunity to break free from isolation, reclaim your power, work towards a more positive professional future, and navigate workplace bullying to find joy again.

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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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When I tell people layoffs and overhiring can be avoided, they expect wizardry. I guess you can say that’s one way to describe “resource management”. Peloton's recent leadership changes and layoffs serve as a powerful reminder of the importance of resource management in any organization. By ensuring employees are in roles that suit their skills, constantly seeking undiscovered talent in the existing workforce, companies can avoid unnecessary turnover and financial strain. It's a clear example of how working smarter, not harder, is key to long-term success and stability. #ResourceManagement #Skills #Workforce #Layoffs

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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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I can't say for sure that it's the hardest job in the C Suite, but I think there are three major/structural problems with this role 1) A typical CHRO/CPO does not enter their job with any sort of a coherent or measurable strategy 2) A CEO often has very little idea of what to expect from this person. Combine #1 & #2 and that's already a recipe for misery. 3) HR is a G&A function that has no established playbook or certification like Finance (CPA) or Legal (JD). As a result, it's highly susceptible to the opinions (good and bad) of the rest of the executive team - especially with #1 & #2 as the foundation. A result of that is that it can easily become a Frankenstein monster as the other executives give input based on "the HR thing they saw before in their old company that they thought was cool." The logical conclusion of this dynamic is that the organization becomes unfocused, unmeasurable, incoherent, expensive, and ineffective. Little wonder average tenure for CHROs has been falling like a hot rock on Jupiter. I have a lengthy strategy doc that I've been lightly customizing for a few CEOs. About 20 pages or so. I'll quote one CEO: "this is the clearest, most compelling thinking I've seen around the People function." This same CEO had been through 4 CPO/CHROs in about 4 years! It covers the overall People strategy, the key measurements to pursue, the kind of profile you should seek in the CPO/CHRO, how to organize to make sure it stays efficient, etc. A couple of the strategy components are modular, meaning they can easily be removed or deprioritized. I'm planning to get it ready for public consumption and publish it on Medium. My hope is that some will get value from that and that #1 and #2 above might have a clearer roadmap for the People function. #WTWYW cc Kyle Lagunas

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ARE HR DIRECTORS ABOUT TO PUT DEI ON THE BONFIRE? Will it still exist in the corporate world in a year's time - or are we about to see it rebranded and/or embedded across the business? Are lots of people about to lose their jobs? How can we make sure we keep the good bits of DEI, while binning the bad bits - and who gets to decide which is which? Proposed glossary: Good DEI = Genuinely inclusive, productive, and legally sound Bad DEI = Divisive, unproductive, and legally iffy Thanks to The Telegraph for quoting me in this groundbreaking story, alongside fellow sensible, centrist HR-watchers Simon Fanshawe (author of The Power of Difference), and Neil Morrison (#HR director at Severn Trent). On the question of what to do about #DEI, the Telegraph's employment editor Lucy Burton writes: "It is a debate that is being had across boardrooms across the country, as HR chiefs admit among themselves that some of their peers have embarked on passion projects that have little to do with the workplace. "Some worry that the advice they have taken on diversity could have misrepresented equality laws, placing little scrutiny on unaccredited external training providers. "Others fear that DEI teams are simply silencing anyone with a different opinion rather than seeking to improve the diversity of their employees." Ouch. No wonder they are worried. Simon, Neil and I seem to agree we must do everything we can to build on the good bits of DEI - but HR directors have already concluded that bad DEI is bad business. And we don't just mean: 'Go woke, go broke'. As this story explains, bad DEI is also bad for the people side of businesses: think productivity, retention and grievances. So it's no surprise that, as organisations face economic uncertainty and restructures, HR directors would see an opportunity to make big changes that will save money and cure some current headaches. Neil thinks many will declare that 'diversity is everybody's responsibility.' My prediction? We are entering a period of deep soul-searching. 'No debate' is ending, and the days of robust discussion will return. DEI will look very different in a year's time. External DEI #training providers and consultants will face much tougher scrutiny - and many won't shape up. The smartest in-house DEI professionals will demonstrate what value they bring to their organisation, acknolwedge the current problems with DEI, and propose solutions. Those who aren't paying attention will need a new career plan. Too apocalyptic? Perhaps Simon, Neil and I are wrong! Please tell us if you disagree with us... If, on the other hand, you agree that the end of DEI (as we know it) is coming, what do you think it will it look like? Will it be an earthquake - or a quiet, low-key crumble? What could a reimagined, improved version of what was once called 'DEI' look like? And do you share my hope that it will ultimately lead to healthier, happier, *genuinely inclusive* workplaces?

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Imagine you get repeatedly hit with layoffs - what is that like? And how do you bounce back? And if that's not your personal experience, how do you better support others in your circle who have lost their jobs? I owe a HUGE thank you to Lauren W for coming on the podcast to talk about a very sensitive topic: layoffs and job loss. Lauren has had not one, not two, but FIVE experiences with layoffs during her career. Sometimes she kept her job. Othertimes, she didn't. In this final episode of the season (which was recorded live) we talked about how to support others who lose their job and how to move forward after your own loss. May this encourage you if you are looking for work. May it inspire you how to better support those you know and care about who HAVE lost their jobs. May it help us all be better friends and community members. Dropping you into the conversation as we start talking about my experience with layoffs and then Lauren's experience. ***As a reminder, we do talk about things from a faith-based perspective on the podcast, so take what works for you and leave what doesn't.*** https://lnkd.in/gpkZ_ann Please share this post with your network as we hope it will help others. (Or comment below how others have helped you to give others ideas.) Full podcast can be listened to: Apple: https://lnkd.in/g5aR8QkT Spotify: https://lnkd.in/g-JXS38b Substack (subscribe): https://lnkd.in/gV-5PgEY #layoffs #jobloss #lookingforwork #podcast #professionaldevelopment #leadershipdevelopment #courage #faith

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🔍 The Big Stay: Have you heard of the new trending term?🔍 ❌ We’ve spent decades focusing on exit interviews—a tool that only tells you what you should have done. But here’s the truth: the answers you’re looking for are already in your workplace, waiting to be uncovered. 🎤 Enter the stay interview—a powerful, proactive conversation that uncovers what your employees need to stay engaged, grow, and thrive. 📚 In "Hello Stay Interviews, Goodbye Talent Loss", I share real-world stories and proven techniques for conducting these conversations with care, respect, and action. It’s time to move from reactive to proactive—because retention is the ultimate ROI. Are you ready to embrace The Big Stay? Your talent is counting on it in 2025! Check out my website to learn more about how my new digital Stay Interviews program can help retain your best talent (hint: it can be delivered to your managers in as little as 30 minutes!!!): www.bevkaye.com #TalentRetention #TheBigStay #RetentionWins #StayInterviewPlaybook

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Peloton recently announced its fifth round of layoffs since the “end” of the COVID-19 pandemic, when both its stock price and product demand soared as a function of stimulus money pumped into the economy. The question I ask myself now when analyzing the company is how can it withstand the negative employer branding implications of this latest round of job cuts? (Disclaimer: I'm a Peloton customer, and though I don't use my bike as much as I would like, I'm a fan.) Any restructuring of this magnitude requires top talent to execute. But how does an organization that's conducted so many rounds of RIFs recently access the level of talent necessary? It's challenging. Here's why: When a company resorts to frequent staff layoffs, it risks more than just reducing its workforce. It's a move that can dent its reputation, signaling instability and unreliability to potential hires. Word spreads fast in the job market, and a tarnished image can be tough to shake off. Internally, layoffs sow seeds of fear and uncertainty among existing employees, impacting morale and productivity. The aftermath often sees a surge in turnover as staff seek out more stable job prospects elsewhere. Attracting top talent becomes an uphill battle when a company has a history of layoffs. Skilled professionals may hesitate, fearing they could be next on the chopping block. This reluctance complicates talent acquisition efforts, particularly in competitive industries. Layoffs erode trust within the workforce. Employees who weather the storm may question leadership decisions and their commitment to the team, leading to disengagement and a lack of loyalty. From an external perspective, a company known for layoffs struggles to position itself as an employer of choice. Prospective hires may perceive it as unstable and untrustworthy, making it difficult to attract and retain top talent over the long term. All that before we even mention the stock price... #jobs #hr #business #recruitment #marketing #organizationaldevelopment

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This article by Venessa Wong is bound to ruffle some feathers - and perhaps they need to be ruffled. The phrase “white privilege” sets some people off. I recognize many of the privileges I’ve received in life (some associated with the model minority myth, an erroneous assumption that I must be an engineer or good at science, rarely getting detained by the police) and I would challenge each of you to do the same. Tracie McMillan (I’m hoping this is the right person!) tells her story in this piece. Read it and please share your thoughts here. #diversity #inclusion #belonging #dibs #equity #dei #deib #diversityandinclusion #inclusionanddiversity #representation #representationmatters #whiteprivilege

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How would you like to break through mental barriers, lead with unwavering confidence, and unlock new career opportunities? Sounds a little unbelievable, right? After all, you’ve probably been trying to overcome these obstacles for a while now.  But it seems like every time you make progress, fear or self-doubt holds you back. It’s frustrating! Until now…Introducing The Art of Leading with Confidence masterclass – the ultimate experience for breaking through mental barriers and stepping up as a confident leader. Date and Time: August 24th at 12 PM EST. Just look at what this masterclass can do for you: You’ll find out the best way to overcome self-doubt – this one might surprise you! You’ll get practical tools that make it easier than ever to tackle mental barriers – this is going to blow you away! You’ll discover effective strategies for boosting your leadership confidence! You’ll finally understand how to lead with assurance and impact! You’ll learn actionable steps to transform your leadership journey – you’ll wish you had known about this sooner! So what are you waiting for? Sign up for The Art of Leading with Confidence now to start enjoying these benefits.  Click here to get started: https://lnkd.in/dpFUh389   #Leadership #Confidence #OvercomeSelfDoubt #CareerGrowth #BreakThroughBarriers #LeadFearlessly #ProfessionalDevelopment #LeadershipSkills #ConfidenceBuilding #Masterclass

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Pivot Point: Continue to be resilient in your DEI programs. Focus on uplifting corporations by focusing on their strengths not on minute shortcomings. We can all improve and hone our strengths but focusing on what went wrong is a way of destroying rather than building and growing. We need more builders!

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