Denise Torres’ Post

Today is International Human Resources Day, so what better day than today to give you a glimpse of the human behind Beanstalk HR! 🌱Who am I? Yvette Whitwam CIPD, Director of People and Organisational Services at Beanstalk HR. 🌱What’s my experience? 20 years in HR and organisational development, 30 years in people management, in a wide variety of organisations, sectors and industries. As well as being Level 7 CIPD qualified I have a portfolio of additional qualifications such as workplace mediation. I’ve been that ‘accidental manager’ – thrown in at the deep end because I was great at my job, and suddenly expected to get other people to be great at theirs too. I’ve supported countless people managers in high pressure, often stressful employment situations; as well as in implementing proactive steps to grow their businesses through their people. I’ve also been an employee, with good and bad experiences that motivate me to help my clients provide the best possible work for their own employees. 🌱What do I bring that makes me a great HR partner for your unique organisation? Whoever I’m working with I’m devoted to getting to know you, to enable me to work in partnership and provide the most appropriate solutions; I’m committed to continuous learning and knowledge sharing; I have a knack for building genuinely supportive relationships with management professionals and employees. I am compassionate and empathetic and have the abilities to advocate for and build up others. I am a parent to two human boys and our shell-baby Bernard the tortoise, a business owner, a novice cricket player, volunteer with my local Riding for the Disabled, and all round busy bee - so I’m very flexible about when I work! I understand that sometimes clients can’t wait for ‘office hours’ to get some advice, and that’s fine - I’d much rather be there to advise and assist than see a client struggle with a tricky situation. My clients say I’m professional, pragmatic and passionate; supportive and ‘a great comfort’. By far the most satisfying thing about my job is building those supportive relationships – think of me as an HR agony aunt who will give you options and recommendations, without judgement. 🌱What’s my ‘why’? To support people managers and HR professionals to: manage confidently and effectively; nurture their employees; and be their best selves. To give people managers and HR professionals a tribe (my motivation behind creating The Pod); give them commitment and partnership; show them compassion and empathy. By doing the above to promote equity and justice in the workplace. 🌱How do I become your HR partner? Drop me a message or book a chat at: https://lnkd.in/eT_kk6c6 #HrConsultant #HumansOfHr #People

After yet another kōrero with a friend in HR, I felt I wanted to say something about the state of things right now. To all my fellow HR People, I see you. I see you juggling heavier workloads, trickier employee relations, and the constant tug-of-war between business needs and taking care of people. I see the effort you put into improving the employee experience for your organisation, never quite seen as satisfactory to everyone, not fully appreciated or acknowledged. I see the huge amount of support you give to the leaders of your organisation, putting out their fires only to see them light up somewhere else. I see the shitshow we've been given to manage of late, with less of us to do it. I see you being called by your department and not your name. I see the eye rolls whenever you tell someone you work in HR. All of us, at one point or another, encountered these perceptions almost everywhere. But I have never seen more of my fellow HR people as low as at the moment. The last little while has been shit, at least in Wellington. If you're reading this, perhaps consider this our collective pep talk, more or less. Let's remember what makes us amazing: 👉 Our ability to connect well with people. 👉 Our sense of humour. 👉 Our straight-talking. 👉 Our sincere empathy for people. 👉 Our drive to make positive impact. 👉 Our desire to grow. Not that you needed it, but here is your permission to be your awesome you! The lessons below I have learned the hard way and some have generously been offered by others. It might help to remember them. - Be unapologetically human, swear and speak your mind - don't talk like you're a policy document. - Connect at every level of the business, increase your visibility to gain trust - don't hide behind the mystery of the HR department. - You will never make everyone happy, nor is it your job to. - Adopt a consultant mindset - you may be an expert advisor, but if your advice is not adopted or the decision is out of your hands - let it be. - Advocate for and invest in yourself - no one is going to hand you personal development or progression on the plate, you need to chase that for yourself. - Find your tribe - connect with HR people doing inspiring work and learn from them. I've been blown away by the generosity of knowledge sharing I've experienced from other brilliant people in the P&C space. - Never stop growing - people who are flexible, adaptable and open to change will go the furthest. Our resilience may be being tested and perhaps the value and impact we bring to organisations also. You are still your awesome you, even if the mahi is not great right now. Despite how tired we may feel, let's not give up the fight to improve our workplaces. Our work is hard, but it is also important and meaningful.

"You should wait until October before going above and beyond in your job" That's a running "joke" in our Secchi customer conversations... with traditional employee reviews and HRIS that don't have an ERM add-on like Secchi, employees should wait until October before going above and beyond. Because with all the things that leaders have on their plates, how can they realistically remember everyone's accomplishments going back to January? Recency bias is real. To Mike White's first point, promoting ongoing and real-time leader-to-employee engagement removes recency bias and not only makes annual performance reviews less of a burden, it makes them much more effective, accurate, and meaningful. #secchi #employeeengagement #employeerelationshipmanagement

Lately, I’ve seen many posts arguing that HR is ineffective (or even harmful) when it operates as an in-house function. The concerns often boil down to employees believing that it’s hard to trust HR when they report to the same leaders who make the final decisions. The can't see how HR can fairly investigate complaints against leadership (for example) and most employees stay silent because they feel HR is there to protect the company, not them. I have heard people say that HR just ends up doing whatever leadership wants, instead of standing up for what’s right. This makes me feel sad! As an HR professional, I understand these concerns, but I challenge them because I don’t believe I operate that way, nor do I think most HR professionals aspire to. HOWEVER!! I have faced challenges as a HR advisor myself and have navigated situations where I wasn’t fully on board with the decisions made, but did not feel it was appropriate to challenge. Those experiences have been valuable learning opportunities, helping to shape the HR professional I want to be. I strive to be modern, impartial, and a trusted partner for both employees and the business. Like any other employee, my goal is to contribute to a company's success while fostering a fair and supportive environment for the workforce. I believe the real issues arise when there isn’t an HR representative on the executive team. I’ve experienced situations where I’ve felt blocked, excluded from key decisions, or denied the opportunity to provide meaningful input on matters that directly impact employees (which in turn impacts the business), maybe because leadership anticipated I might challenge or disagree with their approach. Is there a good solution for all? I think so! HR must have a true decision-making voice, one that is listened to, respected, and valued as a partner to executives. HR shouldn’t just be the department that carries out leadership’s bidding. Instead, it must operate professionally, without bias, and contribute to decision-making in a way that ensures good faith and fairness for employees while also meeting business needs and wellbeing. People don’t choose a career in HR to make life difficult for employees. Our goal is to foster an environment where everyone feels empowered, supported in their mahi, and treated fairly, especially when challenges arise. Rant over ;)

HR doesn't have to be reactive! Last week I had the privilege of presenting at the International Warehouse Logistics Association HR Summit in San Diego and my goal (besides checking out the old wooden ships) was to give other HR leaders some tools to make their jobs and companies a little (or a lot) better… because HR doesn’t have to suck! The core of what I presented was focused on how HR doesn’t have to be reactive. So often (and I'm speaking from both experience and learning from our customers) HR leaders find themselves on their heels, backed into a corner, reacting to the steady stream of fires and complaints that come their way each day. While there’s no quick fix, there are a few straightforward ways to reduce the reactive nature of HR: Don’t wait until annual engagement survey results come back to know how engaged your employees are. >> Use real-time and ongoing feedback tools to get a sense of engagement (I might happen to know of at least one :) Encourage leaders to have ongoing check-ins and conversations throughout the year (and have them document them!) Don’t wait 90 days to check on how a new-hire is doing in their role. >> Enable and empower a new-hire’s leader to consistently check-in on their progress during the critical first 90 days of employment. And just because an HR leader has "handed off" a new hire after onboarding, don't underestimate the impact of HR's continued engagement and check-ins post-onboarding. Don't wait until you start hearing employee complaints before addressing leadership behaviors. >> Good leadership and poor leadership behaviors are measurable. Create standards and measures of what good leadership looks like at your organization and transparently share those results. You don’t have to wait until end of year to know how people are performing. >> Traditional performance reviews are riddled with recency bias and emotion. Create avenues of ongoing employee performance measurement and reduce the need to cram and scramble come end-of-year review time. Your recruiting team doesn’t have to wait for someone to leave before they begin their candidate search. >> At-risk employees, historical turnover trends, and other factors should be considered alongside open roles when strategizing for recruiting. Recruiting is an ever-moving target and if you aim at the number you need today, you’ll miss where that target will be tomorrow. HR doesn’t have to be reactive… and HR doesn’t have to suck! Let me know your thoughts and tips below on how HR can be less reactive. #hrdhts #HR #employeeengagement #stayclassysandiego #oldwoodenships Ken D. Rudy Nigl Secchi

Imagine having 30 bosses. Now, stop imagining because that’s your reality as a HR consultant. There’s always that one manager who thinks HR is a waste of time or an admin person who believes they know it all. Sometimes, you get both. Lucky you! 🙄 Being a HR consultant is not for the faint-hearted. It’s a profession requiring a deep understanding of law, people science, and business operations. Increasingly, the role of HR is to educate, coach and develop business leaders to build exceptional businesses. Not to just “do”. Not to just “tell” In the past 2 decades we’ve had 3 completely different iterations of our industrial relations system. Think of how much technology has impacted our lives since the year 2000. It has changed how we live, how we communicate, how we interact with others. It has changed society and our expectations of others, of our governments and of our workplaces. So it makes sense that the workplace you were raised in throughout the 90s & early 00s no longer exists right? This is where being supported by a great HR team becomes so valuable to business. https://lnkd.in/dajJeWsx

Employee Reminders from Your HR Advocate: (copied from a colleague) ·               HR can’t make all your dreams come true; we have a job to do, just as you do.  Our job is researcher, banker, judge, lawyer, teacher, marketing, salesman, strategic partner, therapist, coach, business ally, etc.   ·               The HR goal is to provide a service/do a good job.  Just because we didn’t “side with you” doesn’t mean we don’t see your value; it just shows that we see, recognize, & consider things that you may not be privy to & we determine the best solution to move forward in the life of the entire workforce. It’s not about you, it’s about doing a good job & making progress for the team.   ·               Our goal is for ALL to be treated with kindness, compassion, dignity, & respect; emotion can block your view of that.     ·               HR is best valued when it advocates for a healthy business operation & a people centered culture. That culture is not created/maintained by HR only.  Without leadership support & cooperation, HR struggles & may be rowing against the current. ·               HR DOES genuinely care for you; they care for the business as well. Succeeding together is the goal.   ·               Remember that no one is perfect; not even you. ·               HR doesn’t exist to replace the responsibility of leaders/direct managers.  Often HR is blamed (by employees, leaders & managers) for poor managerial & leadership styles/decisions.  HR is there to HELP people, teams, & leadership; but the employee relationship with direct leaders is key. ·               Don't blame HR for tough choices made by the business, or by the employee.  HR must advocate for people & business; sometimes, they must advocate a little more for either business OR people.   ·               Remember that HR are employees too! With the same struggles, frustrations, successes, & concerns. However, they have a job to do, that concerns EVERYONE not just themselves.  ·               Although it is a trending employment topic, your mental health is a concern of HR, NOT a responsibility. HR provides feedback, a safe space to share & the tools needed to thrive at the job.  If you bring personal struggles to the workplace, HR is not responsible for making sure coworkers make accommodations for that.  It is your responsibility to perform a job.  If you cannot do so, your responsibility is to seek resources you need. HR can guide you to resources provided by your employer or assist with avenues best suited for you; however, do not expect HR to manage your mental health for you.  ·               Remember this: HR has goals for SERVICE to YOU! Those include (to name a few) onboarding, policy implementation, performance management, legal compliance, mediating disputes, ensuring fair treatment, confidentiality, professionalism, respect, transparency, communication, career development, and fostering a pathway to success for everyone.

An employee’s experience can make or break your company!   As a HR professional, it's extremely important for me to create an exceptional employee experience for our staff. Even though our staff consists of contractors or temporary employees, our employees feel like they belong. Every year, PTA hosts an annual celebration to celebrate our staff. We nominate an employee who's demonstrated an amazing work ethic throughout the year, and who went above and beyond for our client partners. We do these things because we value what they do, and because we understand that the journey an employee has with a company from their first day to their last is extremely important. Their experience can affect employee morale, brand and reputation, and customer or client experiences. Employees, past and present, talk about their experiences and will have a big influence on how your company is perceived by others no matter how big or how small you are.    Here are 5 reasons your employees' experience is important:   1. Creates more engaged and productive employees   When an employee is happy, they tend to perform better. According to a study conducted by Oxford University, happier employees are 13% more productive. Employees who are more productive can drive better business outcomes.   2. Attracts and retains top talent   When an applicant applies for a position with a company, they’ve likely researched it through Glassdoor or LinkedIn, to learn more about how employees like working there. They’re specifically looking to work with companies where employees feel heard and valued. Creating a positive employee experience can have significant effects on attracting top quality talent and retaining them.   3. Creates a strong workplace culture   One of the core pillars that makes up employee experience is the workplace culture. A strong culture that supports, empowers, and celebrates employees can create a positive employee experience, and a positive employee experience can drive a deeper sense of community at work. When employees feel a sense of belonging or a meaningful connection to their teams, they’re more likely to contribute better and more thoughtful work.   4. Improves employee well-being   A poor employee’s experience can be a lot of things. It can be a toxic work culture, or even a workplace that doesn't support productivity and creativity. No matter the case, this drains your employees, and makes them feel burnt out and unhappy.   5. Reduces turnover rate   A low turnover rate means that your employees like where they are and want to stay there. Turnover can be costly from a financial standpoint, and from a reputation standpoint as well. High turnover rates can also drain your HR and recruiting team’s resources.    In conclusion, creating a great employee experience tells your employees that you care about how they feel at your company and that you want them to stick around for the long haul. For more, visit us at www.pinnacle-ta.com and click the inquiry tab.

In my HR journey, I've been guiding my actions by a simple yet profound mission: to rekindle the human element in human resources. After navigating the complex waters of HR, I've seen firsthand how transformative this approach can be. It's not rocket science. The way we approach our people can make all the difference. By shedding the image of the "big, scary power HR person," and instead becoming approachable, we open the door to genuine connections. Right now, my office is filled with positive quotes, relaxing images, and even fidget games! Unfortunately, I do not currently hold the high score on my mini desk sized bowling game but its all good haha. This shift is more than just a strategy; it's a commitment to valuing individuals for who they are, not just what they bring to the table. If you make yourself approachable, people will feel comfortable to let you know what is on their mind and in the end, resolve issues before they get worse. The results? They speak for themselves. Improved morale, reduced turnover, and a workplace where people feel seen and heard. But here's the catch – you have to truly want it. This isn't about ticking boxes or chasing metrics. It's about embracing a philosophy that puts people first, because it's the right thing to do, not just the smart thing to do. And here's the beautiful part: eventually, and quite quickly, the metrics will end up backing it up. When we lead with humanity, success follows. I will admit, I've had people advise against using this method. They've told me, "Don't get close to your employees, dismiss conversations that don't fall into the category of an 'HR Issue,' don't tell them what is actually happening, you don't work for the employees"..... Nope! Not my strategy! When times have come where I have had to navigate tough conversations, terminations, investigations and general guidance, I applied the human element. Turns out, the outcomes were far better than if I had simply followed the corporate playbook. It's about treating people with dignity and respect, even in the toughest of times! You got this! I'm filled with gratitude for everyday for the opportunity to serve in a role that allows me to champion this cause. As HR professionals, we're not just building a better workplace; we're nurturing a community where everyone feels valued and empowered. Let's continue to lead with heart, and watch as the human element becomes the strongest asset in our HR toolkit! Feel free to share your thoughts! How have you prioritized the human element in your role? Do you think it worked for the better? #HumanResources #HRLeadership #EmployeeEngagement #WorkplaceCulture #HRTransformation

THE VALUE OF HR: Why Human Resources is important? Research consistently highlights the critical role of Human Resources (HR) in ORGANIZATIONAL SUCCESS. Here's a data-driven look at the impact of HR: 1. Company Culture: A study by the Society for Human Resource Management (SHRM) found a strong link between positive culture and employee performance. Organizations with a strong culture reported 17% higher productivity. 2. Strategic Alignment: A study by Deloitte found that HR departments aligned with business strategy see a 54% increase in achieving business goals. 3. Diversity and Sustainability: A McKinsey report suggests that companies with greater diversity outperform those with less on multiple metrics, including profitability. 4. Legal Compliance: According to the Equal Employment Opportunity Commission (EEOC), the average employer paid $405,000 in settlements in 2022 for discrimination claims alone. ================================================= HR Goes Beyond Compliance: Empowering Your Workforce Research also emphasizes HR's role in maximizing EMPLOYEE POTENTIAL: 1. Employee Engagement: A Gallup study reveals engaged employees have 17% higher productivity and 21% higher profitability. HR fosters engagement through clear communication and development opportunities. 2. Managerial Effectiveness: A study by Brandon Hall Group found that strong manager training leads to a 22% increase in productivity. HR equips managers with the tools and training to lead effectively. 3. Talent Acquisition and Retention: A study by SHRM revealed that a strong employer brand can reduce cost-per-hire by 43%. Effective HR strategies attract and retain top talent. ================================================= THE COST OF SKIPPING HR IS HIGH Studies show the negative consequences of neglecting HR: 1. Reputational Damage: A study by Glassdoor found that 69% of job seekers consider a company's reputation before applying. Poor HR practices can damage your reputation and hinder recruitment. 2. Recruitment Costs: The Society for Human Resource Management (SHRM) estimates the average cost-per-hire to be around $4,129. Without HR expertise, hiring costs can skyrocket. 3. Legal Issues: The Equal Employment Opportunity Commission (EEOC) receives thousands of discrimination claims annually. HR safeguards your organization from costly legal issues. 4. Decreased Morale: A study by SHRM found that a strong focus on employee well-being leads to a 12% increase in productivity. Without HR support, employee morale and productivity may suffer. Post inspired by AIHR | Academy to Innovate HR UPES School of Business #MBA #Management #Research #HumanResources #HR #Culture #Performance #Productivity #Strategy #Goals #Diversity #Sustainability #Profitability #Compliance #Communication #Opportunity #Training #TalentAcquisition #Retention #Recruitment #Hiring #EmployeeEngagement UPES SHRM Deloitte McKinsey & Company EEOC Gallup Brandon Hall Group Glassdoor