Guest Article: The Harsh Reality of Politics & HR by Jay Kuhns, SPHR

There is a sinister being floating around the HR profession. It permeates all aspects of leadership, and often has deadly consequences for the brave HR pro who doesn't understand it.

Politics.

Not Savvy? You Have No Chance

But first, let's discuss the critical skill of having organizational savvy. The workplace, and specifically HR's role to play in it, is a path fraught with peril. Competing executive team interests, fear of change, and the intimidating effect modern business and social tools have on old-school leaders are significant political landmines. 

Add to that the demands of an ever changing and contemporary candidate pool puts tremendous pressure on those leaders who want to move away from traditional approaches (read here outdated and horribly ineffective), and move to something that aligns with how our digital world actually works (read here, it's 2017.)

For the highly motivated leader who lacks the organizational savvy to understand that simply putting forward good ideas is not even remotely close enough to a real strategy, the missteps can derail one's credibility in a matter of meetings.

"Because organizational savvy entails "high-integrity" political skills, retaining a moral compass is the cornerstone component. Savvy individuals use ethical means to achieve what's good for their organizations. They advance their careers and maintain high moral standards."

- Brandon Partners

Good Ideas and Getting Results

One of the questions I'm asked constantly is how I was able to move forward with an aggressive employer brand strategy (social media, blogging, podcast, etc...) while working in an industry that is conservative, and candidly, one that rarely understands how contemporary talent acquisition work gets done.

It was not as complicated as one might think. The biggest issues that had to be overcome did include internal politics; but fear and lack of insight from the other executives were the real barriers. It was all about me and my approach. I had to be savvy.

First, I stopped using HR jargon. No one cares about it except HR people. It doesn't drive business results or help the bottom line. 

Second, I used the business language of the industry, because that is what matters. Period.

Third, I linked my contemporary approaches that were clearly necessary, to the strategic plan of my organization. Your HR plan doesn't mean a thing if it is not linked to the organization. (see HR jargon reference)

End result? Success across the board: employee engagement, recruiting, employer brand, and job satisfaction for the team.

How About You

Are you still using HR lingo and wondering why everyone is not excited about your every word? No one cares. Do you understand the political landscape of your company? Really? How? Step out of your HR shell, embrace the industry you are in, and watch your influence and success grow.

I'd love to hear from you.

No Excuses.

Article source:Jay Kuhns, SPHR - The Harsh Reality of Politics & HR»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: 5 Thoughts On Trust by Melissa Fairman

You need to trust that your team can take care of business and your team needs to trust that you have their back. That trust can be simple: “I trust Bob’s opinion so I’m...
Article source:Melissa Fairman - 5 Thoughts On Trust»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: 10 Things I Like by Jay Kuhns, SPHR

I'm a big fan of all sorts of things...and I thought I'd share a few with you today. Maybe some of these are on your list....

1. Leaders who are not afraid to call bull**** when they see it, regardless of the political fallout. If you stop reading right here, keep this thought in mind the next time you remain silent in the Board room.

2. Employees who bring ideas forward all the time. They're thinking and trying to make your organizaiton better. Hang on to them.

3. Working out like a beast.

4. Technology that makes my life easier. Think Wunderlist and Evernote. You seriously aren't still writing things down...and then rewriting them on a list somewhere, right? 

5. Fast, loud, heavy music.

6. Leaders who understand that everyone is watching their every move, word, and deed. We're in a bubble. Act accordingly.

7. Fast, loud race cars.

8. Kind colleagues. We've all seen too many self-absorbed "experts" out there...for God's sake, be nice to each other.

9. People who understand that partnership means actually working together.

10. Fast, loud, heavy music. (I really like it, so it gets two mentions)

How About You

What gets you fired up, makes you feel good, or simply helps you get through the day hassle-free?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - 10 Things I Like»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: The #1 Reason People Fail the HR Certification Exams by Ben

At my last check, the pass rates for the HRCI exams were somewhere around 50%, meaning that half of the people that show up to take the test fail the exam. I’ve been working with people preparing for their PHR and SPHR exams for nearly eight years, and I’ve been giving similar advice to SHRM-CP and SHRM-SCP preppers in the last 12-18 months. For what it’s worth, I have both SPHR and SHRM-SCP credentials. In that time I’ve come to realize that there is one clear reason why people fail the exams, and I’ve seen it proven over and over again. But first, let me use a learning model to help show you where the breakdown is. Below you’ll see Bloom’s Taxonomy, a model that explains the successive levels of learning as someone progresses from “newbie” to expert.

Bloom’s Taxonomy of Knowledge

This explains the biggest challenge that most of the test prep tools in the marketplace have (even my friends at HRCP). Most of them are designed to move someone up the scale, but the farthest they get is knowledge or even comprehension. In some cases, that may be enough to help someone complete the PHR exam, because it’s heavily based on recall and summarizing existing information.

However, it’s not going to get someone through the SHRM exams or the SPHR, either. In order to be successful there, learners have to move up the ladder toward synthesis of knowledge. At that level, learners must be able to:

• infer ideas from information
• imagine outcomes
• predict decisions and best practices
• combine separate ideas to create new strategies

If it seems like a lot, it is. And the truth is, that doesn’t happen by reading a book. Theory is great, and understanding the theory and history behind HR is a good thing. However, decisions at work are not based on just on theory–they require more.

And while people are upset when they don’t pass the exam, often claiming “the questions were nothing like what I studied,” the truth is that is probably a good thing for businesses needing HR support that can think for itself, not just recite study preparation materials. On the other hand, I get it–you want to prepare for the exam and not feel like you’re rolling the dice when you sit down in the testing center. So I’m going to teach you the principle that I’ve used to create the PHR/SPHR audio course, the PHR study course, and the SPHR study course, helping hundreds of testers to prepare for their certification exams over the years.

Getting from Theory to Application

When I taught a live study course a few years back, one of the things that I did every night, without fail, was to mention some recent piece of news or information that tied in with course materials. Studying about ethics? Let’s talk about Enron and its ethical failures. Discussing executive compensation? Let’s look at the new Supreme Court Justice nominee’s beliefs on compensation limits for executive leadership. In each opportunity, I would find relevant information to help take the theories and ideas from the materials and make them real for my students.

This is why I have created tools like the audio course, the prep courses, etc. I want to give practical information and stories so people can “get it,” versus just memorizing more text. I learned this the hard way when I got out into the “real world” of HR from college, and that translates here as well. After four years of studying and learning all of these basic principles, I had to go out into the real world and apply them.

I quickly realized that upon leaving college, I was about 10% prepared for what I needed to be successful. The rest would come from hands-on experience and practice, despite spending money, time, and effort on a degree specialized to human resources.

The lesson for you, if you’re preparing for an exam of any kind, is to look for ways to tie the learning back to your real world experience. Or to current news stories. Or to anything that is practical. You need that mental anchor not only to remember the ideas and concepts, but to understand how they are applied. When people ask me about my study resources, that’s the primary thing I explain as a difference between anything else on the market. Every week I talk about real experiences, real stories, and how to apply the concepts in real life. And my students are more successful than the average test taker, so there’s that.

What are your thoughts? Have you taken an exam and failed–what do you think of this advice? For those of you that have passed, what’s your take?

Article source:Ben - The #1 Reason People Fail the HR Certification Exams»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Invisible Leader in a Digital World by Jay Kuhns, SPHR

I have the privilege of meeting and working with many talented leaders across the country. They are bright, experienced, successful, and motivated to take their organizations to the next level.

They share a common bond in that each one is struggling to find the talent their organizations are desperate for; yet when it comes to positioning themselves and their employer brands in the mainstream, suddenly the reality of their inaction becomes painfully clear.

They are invisible...and so are their organizations.

But We Provide Great Care
What is so often confusing for leaders in hospitals, and other organizations along the healthcare continuum, is that their status as a provider (think MD, Hospital, Long Term Care facility, etc.) has nothing to do with their reputation as an employer.

For some reason, these concepts get interwoven so frequently that today's leaders are missing an enormous opportunity to differentiate themselves from their competition.

Everyone knows what you do...no one knows what it's like to work for you.

Digital World
Whether or not "experienced" leaders want to accept it or not, we live in a digital world. There is no point in making lame excuses that you don't have time to learn (read here, it is not a priority to learn.)

Or, that you don't understand how digital business tools work (read here, I can save patients lives with my clinical skills but I am too embarrassed to let anyone know I can't figure out twitter.)

Trust me, we already know. You're invisible, remember?

How About You
So, what are you going to do about your status as an accomplished leader who has not remained current? Who are you going to reach out to for help without publicly shaming yourself?

Me, that's who. I'd love to help you get started. If I could do it...you absolutely can.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Invisible Leader in a Digital World»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: ACT Government voluntarily opts out of quality recruitment outcomes by Simon Cox by Ross Clennett

This week I turn InSight over to HorizonOne co-founder and Director, Simon Cox. I've done this to highlight an issue that many of you may not be aware of, but it's a practise that I believe to be both very short-sighted and counter-productive. It's a practise that, as an industry, we need to resist with all of our combined energy. I'll leave Simon's excellent article to explain why and, at the
Article source:Ross Clennett - ACT Government voluntarily opts out of quality recruitment outcomes by Simon Cox»

Check out more of Ross Clennett's work at hisblog

Guest Article: Close Your Eyes and Think Of... by Jay Kuhns, SPHR

...the most positive leader you've ever worked with...

What made them so special?

What did they do that made them different from the others?

It's Not About Spreadsheets
I've never heard anyone say the most influential leader they ever worked with was an expert with spreadsheets. Nor, have I ever heard that the best-leader-ever had mastered the budgeting process, new ATS, or wrote the finest policies and procedures.

Those things need to get done, but candidly, have absolutely nothing to do with world class leadership.

They Have "It"
So, what do those leaders have that separate them from so many others who aspire to be effective? When I've given keynote addresses I ask the audience this question and I get the same answers every time:

Those "it" leaders...
- listen
- support their people
- are not arrogant or condescending
- trust
- mentor
- are patient
- understand errors and use them to coach not chastise
- take the blame for their team
- check their ego at the door
- understand that their team is made up of people, not robots
- practice humility consistently

How About You
As you consider your leadership trajectory, and all of those influencers that have shaped you along the way, are you living up to the best-leader-ever label?

Perhaps this will help...fast forward five years into the future and imagine that one of your current team members is asked who the best-leader-ever was in their life.

Will they think of you?

I'd love to hear from you. 

No Excuses.  
Article source:Jay Kuhns, SPHR - Close Your Eyes and Think Of...»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Winning Well Leadership Symposium by Jennifer Miller

If you’ve ever traveled for an extensive period of time, you know the stress of making sure your household continues to run smoothly while you are gone. Whether it’s arranging for care of your pets, ensuring your kiddos get to all of their events on time, or simply finding somebody to put the trash out while you are away, it feels good to know that your home life is running efficiently in your absence.

In an odd sort of way, we bloggers feel the same about our blogs when we don’t write for a few weeks. We care for our readers; and some of us even worry that you just might miss us when we’re gone! In that spirit, blogger Karin Hurt of the Let’s Grow Leaders blog has devised a clever way to “keep the home fires burning” on her blog while she travels with her writing partner David Dye to southeast Asia on their Winning Well tour.

Karin and David are the co-authors of Winning Well: A Manager’s Guide to Getting Results—Without Losing Your Soul, a book dedicated to helping leaders blend the bottom line with the human spirit. While she’s away, Karin has lined up several authors and thought-leaders to stop by the Let’s Grow Leaders blog to offer up original blog posts and video content. Each author has been personally vetted by Karin to ensure their worked is aligned with the four components of the Winning Well model: Confidence, Humility, Results and Relationships.

Karin’s idea has morphed into the “Winning Well International Leadership Symposium.” She told me, “We are striving to share the insight of thought leaders we deeply respect so that we can serve more leaders around the world—and have a broader impact on organizations globally who are working to Win Well.” Guest contributors include experts from Canada, Germany, England, Malaysia, Australia, and the United States.

How does the Symposium work? Starting April 21, 2017 a new blog post will appear daily, Monday – Friday. The Symposium will run for four weeks.  Each post will have a brief opener by Karin or David sharing the connection they have with that writer. You’ll also get snippets from Karin and David as they tour Asia—including an interview with Brian Tracy and a post from Marshall Goldsmith.

So go on over to Let’s Grow Leaders to check out the Winning Well International Leadership Symposium. Look for the Symposium section in the upper right hand side of the screen; you can subscribe to receive updates.

Article source:Jennifer Miller - Winning Well Leadership Symposium»

Guest Article: America’s Vacation Problem by Melissa Fairman

When was the last time you took your vacation time and disconnected? You know, didn’t check your email or text or Slack? How about the last time you took an entire week off work?...
Article source:Melissa Fairman - America’s Vacation Problem»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: Leave Me Alone, I Know What I'm Doing by Jay Kuhns, SPHR

"Arrogance destroys the valuable, and absolutely essential relationships a leader has with other team members. Even more devastating is the feeling arrogant behavior creates in others. People have no desire or motivation to follow an arrogant leader." 
- Peter Barron Stark

Landing The Big Job
There is something very exciting, and candidly hard to describe, about starting a new job, particularly one that is much bigger than the previous one. The exhiliration, the opportunity, and the pressure to perform all coalesce into one big burst of energy.

In most cases, new leaders struggle a bit in the beginning, not because they lack the skill set necessary to do the job; but, because they simply try too hard to prove they are worthy.

This is a dangerous misstep if they take things too far.

Consider these important points:
- the organization survived and thrived long before you arrived
- make sure you understand the effort, risks, and courageous moves that have been made prior to your arrival
- moving too quickly, in word or deed, can jeopardize your credibility very quickly 

Remember, you are new...not all powerful. You are being evaluated at every turn.

Go Slow To Go Fast
I learned a valuable lesson when I worked for Johns Hopkins when the new CEO joined the organization in Baltimore. He is passionate about leadership, and leadership behavior. During his first six months on the job, he did one very important thing...

...he listened and learned.

He told me that he was not there to change the culture, or fix something. He was there to take that incredible organization forward in new and exciting ways. 

But he had to learn about the organization first, and take action second.

That my friends, is a very different philosophy than acting like an arrogant know-it-all savior that has just arrived to solve all of the problems in an organization.

How About You
Who do you know that is talented, motivated, and excited to make a real difference? Are they moving a bit too fast? Perhaps it's time to pull them aside and provide the coaching those of us who've been at this a while can provide?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Leave Me Alone, I Know What I'm Doing»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: March Book Update by Melissa Fairman

For the background on this challenge make sure to read these January and the February posts.    It’s been a very busy couple months for me. In addition to writing over at PIC and...
Article source:Melissa Fairman - March Book Update»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: Managing the Complexities of the Contingent Workforce by Ben

One of the conversations I’m having more often is around this concept of the contingent workforce, but in a recent presentation I realized some people weren’t aware of the issues surrounding this group. In essence,this segment of the workforce in the United States is made up of temp workers, contractors, freelancers, part timers, and other non-full time labor. With me so far? Now, let’s look at how big of a deal this is:

“Up to 30% of the Fortune 100 workforce is contingent. That number is expected to increase to 50% by 2020.” Source

When I read that statistic recently in a research paper, the magnitude of this shift is in the makeup of the workforce really hit me. There are three key areas that this trend is impacting businesses: a focus on skills, the gig mentality, and a results-oriented approach. Nontraditional workers are making up an ever-increasing portion of the overall workforce, and for companies that don’t have a clear plan to take advantage of these workers, this can slow down and even hinder their growth.

The Focus on Skills

When companies need payroll support, they seek out companies that know and do payroll on a daily basis. It’s no different when they are looking for nontraditional workers. The organization has a problem, and it needs a solution. In this case that solution happens to come in the form of a person with a specific skill set to get the job done.

Often times, those skills are needed for a temporary basis if they are highly specialized. In this area, staffing and contingent workers can fill the skills gap without a long-term commitment on the part of the employer. According to one PwC study, six in ten CEOs believe that there is a skills shortage. At the same time, that shortage can be mitigated effectively through the use of temporary or contract workers for their specific skill sets.

The Gig Mindset

With the rise of the “Gig Economy,” companies and workers are seeing less of a focus on the traditional employer-employee relationship. The downside of this is that many contingent workers do not receive benefits from the employers, whether financial or personal. This Workforce article highlights one worker who felt scorned by someone she supported, which ultimately impacts her loyalty and commitment over time. Companies need to be sure they treat their contingent workers with the same respect and appreciation they afford their full-time staff.

On the other side of the equation, driven individuals with extensive skill sets can differentiate themselves in the market and command the compensation they deserve. Instead of a single company having a monopoly on a person’s talent, the worker can partner with multiple employers on smaller jobs and tasks. In addition, it allows the person to focus on working in areas of strength, which we know has positive effects on the worker’s ability to reach higher levels of success.

A Results-Oriented Approach

If companies want to attract and retain high quality contingent workers, the focus needs to be more on the results they achieve and less on the process they use. In my mind, this seems to tie together a combination of two strong movements in the world of work that seem to fit here.

1. Dan Pink’s book, Drive, focuses on how to engage workers through three intrinsic methods: autonomy, mastery, and purpose. These three words have taken on a power all their own as companies try to create compelling work environments that engage employees and allow them to do their best work.
2. The Results Only Work Environment (ROWE) movement was started at Best Buy’s corporate office years ago as a way to move away from the traditional considerations of how long employees were at the office. Instead, leaders focused on whether employees were producing results. This shift forced managers to examine employee roles, determine what specifically drove performance, and measure those activities effectively.

Management of Contingent Labor

One of the challenges of contingent labor is that it’s made up of people that need to be treated like, well, people. They need to be recognized for their efforts. They need training. Their performance needs to be assessed. The problem, as many HR pros will tell you, is that we don’t always want to be in charge of the contingent workers. Some of the more common reasons:

• The person isn’t an employee, so procurement needs to handle them.
• I can’t treat them like an employee or we might run into issues with the IRS or Department of Labor.
• With a temp hire the advantage is having the agency handle payroll, training, etc. We are offloading those tasks for a reason.

You get the picture. There are laws on the books that don’t provide the flexibility for companies to handle this issue without involving some risk. On the other hand, there has traditionally been a silo mentality breaking out contingent hiring from “regular” hiring practices.

The problem won’t be solved today, and there are enough companies making errors with the current laws that we probably won’t see any changes to the legal side of the issue for some time. But HR can work to take ownership of the process and the contingent workforce while still developing safeguards to keep from running afoul of legal requirements.

In the end, the cause for this issue is partly due to the mindset of the HR population, and it’s partly due to the existing legal framework that governs how we employ our staff.

Take this as a reminder that “the way we’ve always done it” might not be the best way to address issues as you move forward. Reevaluate the assumptions you might have about how work gets done. I’m excited to see how the legal environment changes over time to account for increasing work flexibility and a highly mobilized workforce.

How do you handle your contingent workers? Does your procurement team manage them, or does HR play a role in the process? 

Article source:Ben - Managing the Complexities of the Contingent Workforce»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Babe, I'm Gonna Leave You by Jay Kuhns, SPHR

"You're almost afraid to say it out loud...but you don't enjoy your work anymore."

"You feel trapped. You want to do so many things, but each day you just keep grinding it out here, even though your heart is no longer in it."

"You're supposed to stay. Your employees are counting on you, right? You can't make a change now."

Careers Are Not Life Sentences
How many of us "fell into" our careers? Does your undergraduate major align perfectly with how your professional life has played out? Of course it doesn't. 'Perfect alignment' is not how life works. Thank God!

One of the odd twists of fate however, is that when we "fall into something" we can mistakenly convince ourselves that things were supposed to work out that way forever. Seriously? I would be hard pressed to believe our entire professional lives are based on happenstance, good timing, or luck. 

Simply because you're good at something and earn a decent salary, does not mean you are supposed to stay in that place forever. Worse yet, is when we internalize our "lucky break" so deeply with a specific company, that we feel completely demoralized if suddenly that company no longer feels so special about us.

You know that, right?

You Gotta Leave
Leaving a comfortable role that pays the bills is easier said than done. But, if you're one of those people that are horrified by the prospect of getting to the end of your life journey only to look back and start listing off all of the regrets, you may want to reconsider.

What do you really love? What have you always wanted to do professionally that you just haven't had the courage to try? 

Who do you need to connect with to learn more, get advice, and develop your plan for what's next?

It's not impossible. I'm living proof.

How About You
No more talking about your future. It's time to take action and make it happen!

I'd love to hear from you.

No Excuses.

Article source:Jay Kuhns, SPHR - Babe, I'm Gonna Leave You»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Deligiannis returns Hays Australia to star status in Hays worldwide by Ross Clennett

In January 2015, when I was writing about the Hays global results from the previous financial year, featuring a stellar performance from Hays UK & Ireland and a resources-downturn induced slump for Hays Australia, I editorialised as follows:   In summary, it’s easy to conclude that the move of Nigel Heap, from running the Hays Asia Pacific business, to
Article source:Ross Clennett - Deligiannis returns Hays Australia to star status in Hays worldwide»

Check out more of Ross Clennett's work at hisblog

Guest Article: Recruiters Talk to Candidates, Right? by Jay Kuhns, SPHR

No, I'm not joking. There are some organizations out there that believe a recruiter's job is to wander around in the ATS, find applicants that match minimum job requirements, and forward those resumes to various hiring managers.

Well, friends, that is not recruiting. That is simply embarrassing.

(extra long pause here for those of you frantically wondering if this is how your recruitment team operates)

Seeing It Differently
For many traditional human resources departments, and in particular #HealthcareHR teams, the notion of sourcing, screening, and actively recruiting...is something that they don't have to do. 

Their organizations believe they are so special that they can just blindly meander through the flood of applicants and eventually find viable candidates. 

This simply can not continue if quality patient care is actually a priority for the organization. 

An outdated and poorly trained "recruitment" team is unacceptable in the competitive healthcare industry.

Stop With the Ancient Excuses
Many of my colleagues in the #HealthcareHR space cling to old behaviors, wasteful strategies, and tired excuses as to why they can no longer find talent.

Consider the consequences of their ineffectiveness:
- rampant use of expensive contract labor
- excessive overtime
- low morale due to persistent staffing shortages
- patient diversions due to the inability to fill critical positions
- lost revenue

It is (far beyond) time for massive changes in how human resources positions itself. There is no more important part of the organization when one takes into account the devastating impact of staffing shortfalls.

No one should stand in the way of a high impact talent acquisition strategy.

No one should deny that unless healthcare organizations compete in the most contemporary of ways they will struggle, and ultimately fail.

No one should assume they have greater authority over the work that HR must deliver on in the name of "protecting the brand" or "worrying about social media."

Good God, it's 2017. If you have anyone pushing back using these excuses you have every right to run them over with the reality of the business case that ensures organizational survival.

But first...

How About You
...but first...you must step up your professional game and embrace the strategies that work in today's digital world. The old approaches you've used for so long, that are failing miserably, must be let go.

Reach out to a trusted friend, colleague, mentor...me...to get the support you need. There isn't any time left to wait.

I'd love to hear from you.

No Excuses.
Article source:Jay Kuhns, SPHR - Recruiters Talk to Candidates, Right?»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Creating a Shared Culture of Learning with Books [Podcast] by Ben

Books. They’ve been around pretty much forever, and that familiarity is one reason they are not as appreciated as some other learning tools. But don’t be fooled–there’s more than meets the eye. It’s been said that reading one hour a day will make someone an international expert in their field in 5-7 years. While that exact figure may be up for debate, it’s clear that reading is a powerful activity for self-development.

In this episode of We’re Only Human, I interview Zach Rubin, cofounder of PBC Guru, a company that designs and delivers book club experiences for organizations looking to create a culture of shared learning. The discussion covers what books companies most often request, how to use books for supporting social learning, and a special free offer for We’re Only Human listeners.

Whether you’re a book nerd like me or not, this show is going to demonstrate that this fundamentally human activity, reading, has more value than you would have imagined.

Special Offer: PBC Guru is offering to implement and manage a virtual book club with your company completely free for six months. Just visit http://pbc.guru and fill out the contact form mentioning you heard about them on the “We’re Only Human” podcast.

Listen in the embedded player above or click here to listen on the hosted site.

What do you think about book clubs? Do they hold value at work? Why or why not?

Article source:Ben - Creating a Shared Culture of Learning with Books [Podcast]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: No, You Cannot Refuse To Meet Alone With Female Employees by Melissa Fairman

The outrage machine known as the Trump administration gave us some interesting information this week about Mike Pence and his treatment of female employees. In a Washington Post profile of Mike Pence’s wife Karen one...
Article source:Melissa Fairman - No, You Cannot Refuse To Meet Alone With Female Employees»

Check out more of Melissa Fairman's work at HR Remix