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Looking Ahead: Human Resources Trends to Watch in 2026

As organizations continue to recalibrate in a post-COVID era, 2026 is shaping up to be a year of refinement rather than reinvention. Recent industry reporting and analysis point to a shift away from the bright and shiny and toward practicality, compliance, and sustainable people operations. Below are my assessments of the HR trends that will define 2026.

AI Moves from Novelty to Necessity

Artificial intelligence will become less about experimentation and more about productivity and refinement. AI will not replace roles, but it will be embedded into HR workflows: resume screening, workforce planning, compliance tracking, and strategic decision-making. Thriving HR departments will leverage AI as a support tool, not a substitute for human judgment or skill.

In hospitality specifically, AI will continue to be critical to day-to-day operations. With systems like Legion already supporting time and attendance and workforce forecasting, we can expect further refinement across other HR functions such as applicant screening, interview scheduling, and compliance monitoring. For hotels and restaurants operating around the clock, AI will reduce administrative burden while supporting Fair Workweek compliance, scheduling accuracy, and staffing efficiency. The most successful operators will be those who balance technology with the human touch that defines hospitality.

Unionization Takes a Back Seat to Compliance

While labor organizing in hospitality has dominated headlines in recent years at companies like La Colombe, Starbucks, and Blank Street Coffee the greater opportunity lies in strengthening internal systems by investing in existing HR talent. Increased regulatory scrutiny from the EEOC, along with a rise in enforcement activity, has pushed organizations to shore up their fundamentals.

This is especially evident in wage-and-hour compliance, particularly for tipped employees. Additionally, new legislation around mandatory safe and sick time, retirement plans, and wage increases has, in many cases, reduced the urgency for organizing. In 2026, proactivity will be the differentiator. Organizations that avoid reactive approaches and instead build strong, compliant systems will be best positioned for success.

Credentials Matter Less

As industry organizations like SHRM face their own internal challenges, a noticeable decline in certification participation signals a broader reassessment of what truly matters in HR leadership. In this environment, experience is king. Employers are placing greater value on real-world application, industry knowledge, business acumen, and the ability to balance people strategy with operational demands.

Today’s successful HR leader is expected to be a true business partner, someone who understands operations, finance, and culture, not just policy. In hospitality, the most effective HR leaders are those who understand the floor as well as the handbook.

The Rise of the Fractional CHRO

As companies aim to remain lean while maintaining strategic oversight, part-time and fractional CHRO roles are gaining traction. Organizations are prioritizing seasoned generalists who can oversee compliance, talent strategy, and leadership development without the cost of a full executive headcount. This model allows businesses especially in hospitality to stay nimble while still benefiting from senior-level HR expertise.

Lean Talent Acquisition Teams

Talent acquisition teams will likely see further reductions as hiring volumes continue to decline and automation continues to advance. Recruiting is becoming more centralized, metrics-driven, and aligned with actual business needs rather than growth-at-all-costs hiring. In 2026, HR teams will be expected to do more with less leveraging systems, data, and internal mobility instead of expanding headcount.

What This Means for HR Leaders

In 2026, HR will be less about reinvention and more about thoughtful, intentional execution. This means strong systems, compliant practices, and leaders who are deeply embedded in the business and understand people just as well as they understand operations.

Organizations that invest now in process discipline, technology literacy, and well-rounded HR leadership will be best positioned to navigate what’s ahead. They balance the warmth, consistency, and excellence that hospitality demands.

#human resources #Trends for 2026 #employment

Interview Tips for 2024

In February of this year, I had the opportunity to interview the McNulty scholars at Hunter College to help them prepare for summer internships and grad school. In my career, I’ve interviewed, hired, and onboarded thousands of folks in hospitality, retail, and healthcare. I’ve learned a few things about what employers and hiring managers are looking for, so I decided to send them a guide to help them prepare based on the feedback I had for them and the questions they had for me and share it with all of you(Shocker, what’s your weakness was asked by almost everyone!).

1. Create Your Elevator Pitch

Your elevator pitch is not only an opportunity to showcase the important work you do but also to convey your personal story. Your elevator pitch should have the three C's, clarity, conciseness, and confidence. If you don't believe in yourself no one else will. Consider adding what you do, how you do it, and why you do it, typically in less than 3 minutes. Here's some groundwork from Indeed on writing your next pitch. Always make sure to tailor it to your specific audience.

2. ABA (Always Be Asking)

The quickest way to lose engagement during an interview is not to have any questions prepared. Even if the interviewer has answered every question about the school/role, use this time to ask them a question about themself relative to their journey and lean on that interest to establish a connection. You can ask questions like:

What keeps you here?

What was your career trajectory?

What are three words you would use to describe working here?

What are some qualities that someone needs to have to be successful here?

What's one initiative you worked on this year that you're proud of?

These questions also give you insight into the company and any issues that may be present before jumping in. Is the person hesitant in their response? Doesn’t speak positively about leadership or work-life balance? Doesn’t have any good initiatives to share? You are interviewing them just as much as they’re interviewing you! Be sure to be an active listener and ask follow-up questions to your interviewer. Here's a good list of other questions to ask if you're ever stuck keep these in your arsenal.

3. Be PC When Discussing Former Employers You Despise

We all have employers/bosses that weren't our favorite. Avoid going on rants that bash them. Instead, focus on what you learned from that experience and why this particular employer/school entices you. You can use phrases like the ones below to convey that it was a difficult experience without outright expressing it.

Working/being there was an interesting experience

I learned a lot about myself and my expectations for my next role

I believe everyone deserves a safe environment and that's why I'm interested in being here

I was allowed to do things outside of my job description to enhance my skills

Heather at Glassdoor has written some tips that include avoiding giving unnecessary information. (I agree!)

4. Answering Common Questions Like What's Your Weakness?

Instead of using cookie-cutter answers like I work too much or I'm too dedicated, use this as an opportunity to show self-awareness and positivity. You can say, I wouldn't define these as weaknesses because they make me who I am but this year I am working on x skill.

Time Management - Managing competing priorities has always been difficult for me due to time constraints but being more organized and aligning with leaders/peers on what needs to get done helps me push through.

Patience - I am self-sufficient so at times I find it difficult to work on a team if the pace is not as fast as I would like it to be. I've been working on this through team-building workshops and seeking out opportunities to work in groups.

Delegation - I struggled with delegation because I felt as if I could do a better job faster. I'm learning that there is beauty in the process of helping others grow and learn. I use project management tools to maintain a sense of control while allowing my team to work at their own pace.

Conflict Averse - I avoided giving feedback because I thought it would start a conflict or I would be looked at in a negative light. I'm working on balancing feedback with empathy and understanding that no one grows in their comfort zone including myself.

5. Brag About Yourself!

"Stories enable us to give credence to reality" - Ingram

When bragging about yourself, share your experiences, contributions, results, and of course challenges. It’s okay to be vulnerable about obstacles and opportunities faced(appropriately, of course). Your vulnerability displays resilience and problem-solving skills. Be sure to phrase statements as open-ended questions to engage folks and encourage dialogue about your story. Emphasize the importance of your community by mentioning mentors, teachers, peers, and collaborators. You all are incredibly smart, resourceful, and impactful!

#interview tips #human resources #hunter college

Navigating the Evolving Landscape of Hybrid Work: Insights from Microsoft and Industry Leaders

Submitted to Rutgers February 2024

By: Rana Seabrook

Introduction

The corporate environment we once knew has witnessed volatility due to many external shifts in the socio-economic and technological landscape. The COVID-19 pandemic has changed how companies conduct business, view their products, interact with their communities, and attract and retain their employees. The leaders of today now have to address a myriad of obstacles in how they collaborate with Human Resource leaders to create policies that are nurturing and inclusive to address their diverse employee population’s needs. These shifts have forced leaders to be intentional with how they operate and consider long-term implications instead of creating policies that are symptomatic and creating short-term or band-aid solutions.

#hybrid work #work remote #human resources

IBM Consulting Project

Submitted to Rutgers University Fall 2023

Himani Patel

Meenakshi Balaji

Iona Takahashi

Yuxi Chan

Rana Seabrook

Executive Summary

Background

IBM is one of the world’s largest, longest-standing technological firms. In its over 100 year history, it has withstood the test of time continuing to create quality products and a leader amongst giants. In today’s world, market share in the tech space has become increasingly difficult as companies fight for resources in manufacturing and top talent while battling regulatory challenges and evolution that happens faster than they can produce.

Problem

Although IBM has been in operation for quite some time, it has not taken the proper steps to invest in its people the way other competitors have in the space. Outdated training practices, inefficient review systems, lack of career ladders and transparency surrounding upward mobility plagues the organization. These practices make the company vulnerable and susceptible to quiet quitting, disengagement and stagnation due to the lack of investment in learning and development.

In order to transform IBM into a learning organization, we propose that IBM:

Introduces a revised appraisal system by incorporating recognition through regular review cycles and a holistic approach

Foster a diverse environment and embrace a learning culture by investing in and incorporating cutting edge technology

Invest in employee’s well being by rolling out new initiatives that contribute to the creation of a continuous learning culture

Value

A study conducted by Forbes showed that happy employees are 20% more productive in the workplace than unhappy employees. 61% of HR employees listed training and development as one of their top three reasons for leaving a company.(SHRM, 2022)

Investing in learning and development initiatives reduces turnover, increases creativity and as a result leads to increased profits and reduced costs.

In order to stay competitive, IBM needs to return to its roots of being innovative, thinking outside of the box and being ahead of the curve.

What is important in appraisal is not only to be based on corporate strategy and job type, but also to ensure fairness, transparency, objectivity, and integrity. Criteria, procedures, and feedback are all important practices at every step, and if even one element is missing, it will be difficult to gain the trust and acceptance of employees. Once training and development needs are assessed and identified, programs can be developed, deployed, measured, evaluated, and analyzed, and linked to a cycle of improvement. There is a wide range of training and development programs offered by companies. The most frequently used are classroom courses, coaching, mentoring, and leadership forums. Others include high-visibility assignments, matching employees with stretch opportunities, and job rotation. The appropriate selection of these options will vary from company to company, so best-in-class global HR organizations will carefully examine the company's situation and execute needs assessment. The development of training and development programs and post-implementation outcome measurement is where critical information can be obtained to not only measure effectiveness but also to measure the effectiveness and improve the accuracy of training programs. There is no single method that is appropriate, as there are differences among cultures, sizes, and countries for a case of a global company. Therefore, involving stakeholders, clarifying the definition of the best talents in accordance with the corporate strategy, and then formulating evaluations based on the strategy, and continuously implementing and reviewing training and development programs will lead to continuous corporate growth. Considering IBM's business situation, organizational structure, and the corporate strategy announced in May 2023, the recommended methodology is the corporate university model, which is conducted face-to-face, to be adopted to continuously develop key talents. These initiatives will not only develop talents, but will also effectively serve as employee branding, enhance external recognition, and increase corporate visibility.

In the tech sector, investing in human capital extends beyond traditional training and development. It entails developing a workforce that is tech-savvy, flexible, and able to keep up with the quick speed of technology advancement. In tech organizations, improved performance management systems play a crucial role in coordinating employees' goals and abilities with the organization's technology-driven goals. Establishing distinct career pathways in specialized fields like cloud computing, cybersecurity, and artificial intelligence is part of this, as these are essential to the expansion and innovation of a digital organization. In the tech sector, a continual learning culture is essential. For IBM, this means not just traditional training but developing a workforce adept in key areas like cloud computing, cybersecurity, and AI. These fields are integral to IBM's growth and innovation strategy, reflecting their focus on leading the frontiers of computing. IBM's investment in continuous learning and development programs ensures their workforce remains adaptable and skilled in the latest technologies. This approach is pivotal in a rapidly evolving tech landscape where customer needs and technological capabilities constantly change. IBM's emphasis on creating a diverse and inclusive culture further enriches their innovation potential, drawing from a broad spectrum of perspectives and ideas, essential for meeting the diverse needs of their global clientele and staying ahead in the competitive tech industry (Gil, 2022). It entails routine upskilling in new techniques and technology, cultivating a workforce that is not only knowledgeable but also adaptable and creative. This attitude is essential to staying competitive in a market where customer needs are always changing and technology is always evolving. The development of an atmosphere that fosters creativity, critical thinking, and problem-solving abilities—skills crucial for digital innovation—is another aspect of the tech industry's investments in human resources. Furthermore, a varied and inclusive workplace culture is supported by an emphasis on equitable and inclusive performance management techniques. In addition to being morally required, diversity is also a commercial strategy since it generates a range of viewpoints and ideas that may serve a larger client base and enhance the company's ability to innovate.

Traditional and tech-specific criteria must be combined in order to assess the effectiveness of human capital initiatives in the IT sector. While productivity gains and staff turnover rates are still important metrics, there is also more attention focused on employee happiness in tech-specific roles and the caliber of the services or products provided. The success of human capital investments can be determined by looking at metrics such as the rate of innovation in product development, the efficiency of tech support teams, and the effectiveness of software development procedures. The incorporation of sophisticated analytics and big data into these assessments offers a thorough understanding of their influence. By using predictive analytics, proactive strategic decisions can be made by anticipating future patterns in tech staff performance and attrition. The tech industry experiences measurable benefits including higher-quality products, more efficient tech processes, and lower operating expenses as a result of better human capital strategies. Improved staff morale is one of the intangible benefits; this is especially important in the tech sector because of the high levels of stress and the demand for original and creative ideas. An organization's competitive edge is directly attributed to its talented, efficient, and motivated workforce, which helps it thrive in a fast-paced, technologically-driven work environment. Assessing the effectiveness of human capital initiatives at IBM involves a blend of traditional and tech-specific metrics. Beyond productivity gains and turnover rates, IBM places significant emphasis on employee satisfaction in tech-specific roles and the quality of its services and products. Metrics such as innovation in product development, tech support team efficiency, and software development effectiveness are key indicators. IBM leverages advanced analytics and big data to gain insights into these areas, using predictive analytics for strategic decision-making. This approach leads to tangible benefits like higher-quality products, more efficient processes, and lower operational costs, while also enhancing staff morale, a critical factor given the demanding nature of the tech sector. IBM's focus on human capital management aligns with its strategic goals, fostering a culture of innovation, adaptability, and continuous learning.

#human resources #ibm

Changing a Company's Culture - Brief History of Starbucks

Submitted to CSU

01/17/2021.

Starbucks has always been a company that goes above and beyond for its employees. In the early 2000s, Starbucks offered employee benefits such as tuition reimbursement and was one of the few hospitality companies that offered line-level employees pay above the minimum wage threshold. Their employee-first approach ideology began well before that, dating back to 1988, when they gave both full-time and part-time employees benefits. Starbucks’ inclusivity did not stop there, throughout the years, the positivity of their environment created ERGs for employees from all walks of life that garnered thousands of participants on a global scale. Starbucks was also active in hiring over 10,000 military veterans and their spouses creating spaces for employees with disabilities to learn and expand their skills. While all of these initiatives seemed to give equity to all of their employees, there was a particular group that seemed to be missed.

In December of 2014, Starbucks held an open forum to address the issue of “Race in America”, then President Howard Schultz hosted an impromptu meeting in the Seattle offices to discuss some of the travesties that were occurring across the United States. Schultz created a safe place in an uncommon setting for people to share their experiences. Noting that “Despite the raw emotion around the events and their underlying racial issues, we at Starbucks should be willing to talk about them internally. Not to point fingers or to place blame, and not because we have answers, but because staying silent is not who we are”(Starbucks, 2014). Shortly after in 2017, Schultz left his position as the President of Starbucks for the second time in the company’s history. In 2018, a firestorm occurred that sent the media into a frenzy. Two African American men were asked to leave a Starbucks after being accused of not buying anything and ultimately were arrested after a manager decided to call the cops on charges of “trespassing”. Historically, Starbucks has always been a gathering place and has not traditionally forced patrons to purchase food or drink to lounge in their seating area. From then on, several reports came out about unfair and biased treatment towards customers of color. One suit alleged, “that Starbucks not only treats its Caucasian customers more favorably than African-American customers but also calls local law enforcement to surveil and intimidate African-American women who are peacefully requesting equal treatment and equal service”(Forthright, 2020). After forcing baristas to wear pride shirts in June of 2020(and firing one for her refusal due to religious reasons), Starbucks also denied baristas to wear BLM shirts to show support at a very sensitive time. Their statement in support of their decisions was that “There are agitators who misconstrue the fundamental principles of the Black Lives Matter movement — and in certain circumstances, intentionally repurpose them to amplify divisiveness.” White privilege is rooted in having the privilege to define what’s divisive by simultaneously gaslighting and dividing another protected class.

After the initial incident in 2017, once the managers involved in the high-profile case were terminated, Starbucks also rushed to administer sensitivity training to its workforce. In 2018, the company took a step back to assess the why behind all the events that were occurring. Starbucks employed the help of Covington and Burling LLP and Eric Holder to administer a civil rights test. This test would accompany a 5-year plan and hold Starbucks accountable for increasing diversity and eliminating implicit bias within the company as well as in their service models at the store level. “As a means of promoting a deeper understanding of implicit bias among employees, Starbucks commissioned Arizona State University, which collaborated with more than 50 subject-matter experts, to develop a 15-part curriculum. Dubbed “To Be Welcoming,” the training program has a special emphasis on role-playing exercises related to disruptive behaviors faced by partners in cafés”(Dingle, 2020). After over 20 years of being in business, they also hired their first DE&I executive. One aspect that was introduced as a crucial component of this plan was the change in the executive pay bonus structure. “Just a fat package will not keep your employees satisfied. They must feel as a part of the family. Organizational culture is also linked to high employee morale and better retention rates” (Pratap, 2018). Companies show their employees that people matter, and representation matters by affecting what C-suite executives love most, their pockets. “Starbucks will tie executives’ compensation to the diversity of its workforce with officials announcing that by 2025 the goal is to have 30% of corporate employees and 40% of retail and manufacturing workers who identify as Black, indigenous or people of color.” (Tyko, 2020) While the actual amount was not released, setting the stage for this type of accountability is major. Tying bonus structure to diversity is mostly unheard of in Corporate America as DE&I initiatives are seen as social responsibility.

Creating a culture of accountability is truly the only way to ensure that initiatives aren’t just performative and for the moment. However, I would not have taken the same route Starbucks did. To have an employee call the cops on patrons due to their skin color is not just a training issue it’s a structural issue. From the first incident in 2017, Starbucks should have used some of its resources to sufficiently train people on how to be proper humans specifically to black and brown people. It was unacceptable and irresponsible for them to say that speaking out against police brutality is “divisive”. Racism is insidious and it doesn’t act on its own. Most instances of racism in a work environment occur because the company welcomes racism. It is welcomed and encouraged through jokes, discriminatory hiring practices, progressive discipline, and all aspects of the managerial and HR function. That incident should’ve launched a company-wide investigation starting at the executive level to weed out those who operate with implicit bias. A zero-tolerance initiative and accountability for senior leaders would have accompanied it. From there, Starbucks would have been able to enact diverse hiring without waiting 5 entire years. A well-thought-out and fully flushed plan including training to address gaps, quarterly talent reviews to remove folks from the organization, intentional hiring, and the continuation of the prioritization of the ERGs can certainly help retention but only over time and only if the ones responsible for propelling the culture forward are willing participants. Starbuck's changes are not overnight and the organization still has a lot of change to undergo and tons more work to do in the DE&I space. I recommend any company that has retention issues to assess pay, benefits, and leadership and if those are in place, there’s probably a missed opportunity with equity and diversity.

References

Cramer, M. (2020) Baristas at Starbucks Accuse Service Company of Abuse and Pay Gaps, New York Times

Denham, Hammon. (2020) In reversal, Starbucks will allow employees to wear ‘Black Lives Matter’ T-shirts, Washington Post

Dingle, D. (2020) TWO YEARS AFTER LANDMARK RACIAL BIAS TRAINING, STARBUCKS ADVANCES CIVIL RIGHTS AND INCLUSION AGENDA, Black Enterprise

Forthright Law, P.C. African-American Customer Sues Starbucks For Racially Biased Service

Lee, A. (2020) Lawsuit claims Starbucks employee fired for stance on religion, The Atlanta Journal-Constitution

Leinward, P. & Davidson, V. (2016) How Starbucks’s Culture Brings Its Strategy to Life, Harvard Business Review

Pratap, Abhijeet. (2018) Organizational Culture at Starbucks: An Analysis, Notesmatic

Starbucks,(2020) Starbucks Equity, Inclusion, and Diversity Timeline, Stories and News https://stories.starbucks.com/press/2019/starbucks-equity-and-inclusion-timeline/

Starbucks,(2020) Civil Rights Assessment Summary, Stories and News https://stories.starbucks.com/uploads/2020/02/Civil-Rights-Assessment-Summary.pdfTyko, Kelly. (2020) Starbucks to tie executive pay to diversity goals as it announces mentorship program, anti-bias training requirements, USA Today

#starbucks #company culture #racism

Lemonade Inc Tips From An Intern

Lemonade Inc. Tips from HR On Interns

Assignment Instructions

Your work as head of HR for Lemonade Inc. has been exceptional so far. In fact, your video presentation went so well that your CEO has asked you to begin crafting monthly tips for the entire organization of topics that they should consider with respect to best practices in minimizing employee relations problems in the future. The CEO has asked you to put together a short simple checklist of important issues to consider with respect to guidelines for each of the stand managers to consider when establishing wages, hours and best practices in managing the largely young, mostly part time and often transitory employees at our stands. The CEO is a big fan of simple one or two pages of bullet points that provide general guidance or 'things to think about'. This summer Lemonade Inc. will be hiring 50 interns (both paid and unpaid) to join our team. The CEO wants you to help craft this policy and highlight 10 tips to managers that they should always consider relating to managing our upcoming summer hiring initiative to bring in Interns to work at each of our stands.

Below is an outline of content to be delivered over the next 4 months. The idea is to deliver short, palatable tips in an order than makes sense and aligns with the review cycle of the company. We know through multiple studies that employees tend to leave companies for quite a few reasons but mainly because of a bad leader(s), better pay or an opportunity for growth. Proximity is the easiest way to not only mitigate turnover but to also minimize employee relations issues.

Effective 1:1s

Reset behavior, address quick gains, collaboratively prioritize, and create alignment

Create an easy and palatable shared agenda

Practice reviewing SMART goals as a function of the agenda

Preventing Burnout

Understanding the causes:

Conflicting demands

Unclear Objectives

Boredom

Conflict

Lack of Balance

Pointing out the symptoms of burnout:

Frustration

Lashing out

Withdrawal from work/co-workers

Change in behavior or performance

What can managers do?

Intercept at early warnings

Determine the source

Build Connections

Foster inclusion

Develop an action plan

Continuously follow up

Inclusive Leadership

Valuing and celebrating dissenting opinions

Seeking out opportunities to be more inclusive in thought, words, and action

Reviewing the impact of unconscious bias

Exploring exclusionary and inclusive behaviors

Taking initiative

Create a culture of civility and respect

Publicly acknowledge individual contributions

Provide opportunities for career growth and job expansion

Conducting Reviews

Continuously gather information throughout the whole year and avoid recency bias

Provide honest feedback

Review objectively and be specific using dates, times, and examples

Conversations should be 50% performance and feedback-based and 50% future goals

Schedule interrupted time to have the performance conversation and allow some time for two-way dialogue

Dear Lemonaders,

Intern season is upon us! While that means tons of excitement, engagement, and everything under the sun, it also means reminders from your favorite team, the people team. This season is short, it’s only 3 months so make it count!

This year we will have both paid and unpaid interns. Our paid interns will all start at the same starting rate (wage transparency and equality matter). They will be considered employees and have access to company perks within their designated level. All unpaid interns must work in accordance with all FLSA rules. There are quite a few, here’s a few reminders for our veteran Lemonaders and some new information for our newbies:

Intern's work must complement not replace employees

This means your intern should not be crafting your PowerPoint presi for the marketing team!

They must have a significant educational purpose for the intern

They should be gaining substantial knowledge from the internship, not just filing papers!

They must be able to receive academic credit at their current educational institution

This requires them to be enrolled in an eligible higher education program!

Interns are not eligible for employee perks but will receive a travel and lunch stipend

FLSA rules not ours!

We will help facilitate the necessary paperwork from your interns prior to their start date. Unfortunately, we can not allow interns to work (not even for a minute, no exceptions) without the proper paperwork. If you have a question about whether or not your intern is paid or unpaid, please see this sheet linked here and reach out if you have any further questions.

Outside of the FLSA, there are some additional items to keep in mind throughout the process and the season!

Review the attached recruiting kit and know the ins & outs of interviewing (and also what to say versus what not to say).

You should know:

There are questions we are not allowed to ask, you need to know these.

Keep the process consistent for each person, and have your question guidelines handy.

Be on time and show up as the best version of yourself, they are interviewing us just as much as we are interviewing them.

Brush up on company policies and rules. We’re always here to help but the handbook was created for reference!

You should know:

Time off policies & procedures including PTO, parental leave, and bereavement.

Our policy on fraternization and siblings.

All employees receive health benefits the first after 30 days of hire. Most interns will be on their parent plan, but this is still important to give them.

Our payday is Friday, this is important!

How can you prepare?

Take the manager refresher course on harassment

Take the managing different groups in the workforce course

Review our latest newsletter on preventing and managing burnout(attached)

We’re here to help! If anything is confusing or overwhelming, please do not hesitate to reach out to us for assistance. We will send out weekly newsletters with valuable information on Friday afternoons. During intern season, we will also have office hours on Weds mornings and Thursday afternoons, with invites to follow.

#human resources #grad school #rutgers #lemonade inc

Healing From Work-Related Trauma As A Black Woman

As a woman of color, I find it difficult to not have my identities intersect and affect multiple parts of my life simultaneously. My experience at my last employer is exactly this personified. As I've discussed on my personal TikTok page, I made the difficult decision to leave my job after working there for a little over 2 years. It pains me to be a habitual job hopper but it's my unfortunate reality. If you don't identify with a marginalized identity, then it's difficult to comprehend what the black experience in white corporate America is like. Goredema talks about the reason why many black workers job-hop.

Not everyone is having the same experience, but fatigue, exhaustion, frustration, and isolation are taking their toll and [SHRM] research data shows that.(Gonzales, 2022)

Black people and people of color in general often become teachers in roles that don't require them to teach. They become professors in all the isms, respectability politics, microaggressions, and overall professionalism. They take on the mental load that becomes physically exhausting.

Most white people have never had to look for people who look like them in an environment. They do not understand why representation is important because they've never experienced an absence of it. In my Racial Justice Fellowship at Rutgers University, we were painfully tasked with watching White People, a documentary on MTV. There was an interesting part in which there were almost exclusively white teachers who taught students on native land. The dichotomy between traditional educational structures and this one presented an interesting power dynamic. It required the teachers to assess not just race but colonialism with a different lens whereas if they taught in a traditional public school setting this would not be the case. Yet, this is another example of how people of color become teachers. Although the actual teachers should be teaching, they are learning bits and pieces of history from the students. The responsibility of teaching and mental anguish starts from a young age.

When you work in Human Resources, you are an advocate against the mistreatment of others while often being mistreated yourself. Companies bitch about desiring their teams to bring their authentic selves to work but my authentic self is having uncomfortable conversations about race and not talking about why my hair grew 12 inches since the last time you all saw me. But on to the thoughts..

These thoughts are written from my perspective as a black woman but may be useful to anyone experiencing trauma at work and needing to heal.

1. Speak up even if you are afraid of losing your job. (And document)

There were so many instances where I talked myself out of speaking up or waited until something had gotten way out of hand before saying anything. Don't just be vocal in meetings or in person, make sure to keep an electronic trail as well. Send fully fleshed re-caps. Link articles to support your point. Repeat if you need to. Your voice could prevent someone else from experiencing the same thing. Ask for the things that you need. Companies are constantly dishing out disparate treatment, ask! And if you are declined, remind them that you know they've done these things before and can do it for you.

2. Organizations hire racists, and you don't have to accept it.

I changed my original text about organizations being racist. Of course, there are some organizations that were built on racism, slavery, and oppression like Unilever but most organizational culture at companies is built by the people. It's not a stand-alone institution. Companies do hire racists and you don't have to work somewhere that does. There came a point when I compared my then-current state to my past ones. I would often say at least I'm not in a basement(I was stuck in a basement for like 4 hours twice a week as a consultant). Or, at least I'm not the ONLY black person(I would become the only black person in HR or in my role at several companies). Or at least the racism is packaged in microaggressions(I was asked for feedback and then told I always have something to say). I wrote about the illusion of inclusion nearly 2 years ago, and unfortunately, this concept still rings true. There is no value in accepting the lesser of two evils, especially when it comes to your mental health.

3. Workplace trauma is not your norm, nor should it ever be.

As a society, we've normalized hustle culture, working crazy hours, and chasing the bag amongst many other ridiculous things. When you're accustomed to living in chaos, it becomes a component of who you are. It becomes embedded in your personality.

Repeated micro-aggressions in the workplace and in some cases outright retaliation and bullying that induces trauma (Gorgla, 2020)

Dealing with an erratic narcissist became a regular occurrence for me. Before I left my position at my most recent employer, I reviewed old emails that were obviously a cry for help from this person at "it again" with no one to curtail their behavior. After almost a year, it turned into textbook retaliation that occurred until the end of my duration there. Citing that during my last week, this individual removed me from meetings to prevent me from saying farewell.

4. Remember that we are not trying to convince them to change, simply pointing out the error of their ways.

This was so helpful to me later on after the onset of frustration. We know the world is inherently racist, and it's not likely that I am going to change the racism that lives inside of someone. But, my goal in advocating for myself is to let them know that the behavior is not acceptable. PERIOD.

5. If you can afford to, take time off and touch grass, seriously.

If your job can not grant you a leave of absence and you're able to negotiate a severance or get some sort of unemployment income to leave, take it! My first month was an adjustment. I hadn't known life without chaos in such a long time it was hard to figure out what to do. Part of my personality became this job and I clearly had Stockholm syndrome. I had no idea what to do without my abuser. This is month 3 of leaving my job and I've accomplished so much. I am slowly remembering bits and pieces of myself pre-job and even discovering new interests as a result.

If you are experiencing some of the things mentioned in this post and would like to chat, feel free to hit the ask button or message me on social media. Also, know your rights. Discrimination and harassment are illegal and in most cases, retaliation is a form of harassment. I always recommend taking legal action. Not enough of us do.

#human resources #discrimination #work life

Student Brief - Pierce V. Ortho

Submitted to Rutgers

09/23/2023

Pierce v. Ortho Pharmaceutical Corp. 84 N.J. 58 (1980)

Facts of the Case

This case argues whether or not an employee who submitted a resignation can seek damages for wrongful termination. In short, the employee in question had consistently pointed out that the project she was working on contained a product that was medically debatable and one she deemed unethical for use.

With the exception of whistle-blower protections or an explicit contract, common law does not have protections for employees who are at-will. The whistle-blower statutes under OSHA require that there be a violation of federal consumer product safety in order to grant protections. Although throughout the case there were questions of morals and ethics, it is not confirmed that there were any accusations or confirmations of law-breaking in the creation of this product.

Dr. Pierce was a medical doctor employed with Ortho who manufactures and develops therapeutic and reproductive drugs. She started working for them in 1973, as an Associate Director of Medical Research. Within two years, she was promoted to the Director of Medical Research, Therapeutics where she led one of the three major sections of the company. She was to oversee the products from concept to consumption including safety, marketing and effectiveness.

In 1975, after being in her role for almost two years, Dr. Pierce was leading a product named loperamide, a liquid drug that was supposed to ease diarrhea in infants and adults. The product contained similar ingredients as its European counterpart, however, it contained an ingredient(saccharin)that was unsuitable for the US version. The production team agreed that it needed to be reformulated with a lesser amount of saccharin and that it would be done in the next 3 months.

In March, the product team decided to move forward with creating the liquid drug as is with the exception of Dr. Pierce. The marketing dept had sent a directive to the team that sparked this decision. Continuing to formulate this version meant that they would file for FDA approval to have the product tested on humans, once approved.

On April 23, Dr. Pierce sent in a letter of disapproval to the project team affirming her disagreement with the decision citing that “there was no justification for seeking FDA permission to use the drug in light of medical controversy over the safety of saccharin”. On May 9th, she met with her supervisor Dr. Pasquale to again discuss her concerns about the product. She stated that working on this product was in violation of her Hippocratic oath, and that it could potentially be harmful to elderly folks and infants. She said the risk didn’t make sense since they were going to be working on a reformulation. They agreed to have dissenting opinions on the matter and after the meeting, Dr. Pierce was removed from the project. On May 15, Dr. Pasquale asked her to choose other projects to work on and on Jun 16, they met to discuss said projects. During the meeting, Dr. Pierce did not choose a new and project and the next day sent a letter of resignation outlining her impression of the meeting on the previous day.

“Upon learning in our meeting June 16, 1975, that you believe I have not `acted as a Director', have displayed inadequacies as to my competence, responsibility, productivity, inability to relate to the Marketing Personnel, that you, and *64 reportedly Dr. George Braun and Mr. Verne Willaman consider me to be non-promotable and that I am now or soon will be demoted, I find it impossible to continue my employment at Ortho.”

Dr. Pierce sought damages on the following basis:

Her former employer and constituents asked her to behave in a way that violated the Hipprocratic oath she took

Because she was a physician, she was governed by ethical standards in accrodance with federal and state, statutory and case law to protect human health and public well-being

In accordance with common law, there is no issue terminating an employee at will. Ortho moved to petition for a summary judgment attempting to avoid going to trial which was granted under the following basis: a resignation was not a termination and Dr. Pierce was an at-will employee.

“In reversing the trial court, the Appellate Division ruled that a plenary hearing was necessary before deciding whether to adopt an exception to the common law rule permitting an employer to fire an employee at will for any reason. 166 N.J. Super. at 342, 399 A.2d 1023.”

Issues

Was Dr. Pierce wrongfully discharged for bringing up issues of ethics or morality that she felt violated her oath?

Was there a mention of a public health or safety issue?

Do at will employees have protections for issues of sworn ethics or morality?

Because Dr. Pierce willingly resigned and it was not clear or explicitly stated that she was asked or forced to resign, there was no evidence stating that her resignation was more than it was, a resignation. Furthermore, without Dr. Pierce mentioning the legality or the potential of litigation, the consequences of moving forward weren’t clear to the organization and Dr. Pierce’s supervisors. Technically, although the levels of the particular drug were being debated internally, it wasn’t fully expressed that there would be negative effects, that it was illegal or harmful, since the formulated drug was accepted in Europe. Additionally, the project team had already agreed to formulate a different version of the product, so in this instance, the company was ready to fix an issue they had already identified and the product was not in trials yet.

Decisions

Although loperamide had previously been tested on humans, Ortho never submitted an IND to the FDA for approval. So although Dr. Pierce was asked to continue work she did not agree with, this work would not have been cleared to be tested on humans without FDA approval which was impossible without an application for it. Unfortunately, Dr. Pierce did not outline which law or morality was broken by her work and ultimately the oath does not prevent doing work that is not completed by humans. Furthermore, preventing companies from doing research would hinder their ability to find groundbreaking drugs.

Reasoning

Dr. Pierce never explicitly stated that the product would cause harm, only that it was a controversial product that she did not support. During testimony, Dr. Pierce’s council admitted that there was no intention to submit a question of safety for the ingredient to the jury. Additionally, common law does not prohibit the exploration of drugs that are not favorable or legal(a clear public policy or mandate); it only makes recommendations based on testing and sales to the general public.

Separate Opinions

The majority ruling was that a professional employee should not be discharged for refusing to violate moral, ethical, or legal obligations imposed on them. Judge Pashman entered a dissenting opinion. It was that Dr. Pierce was not eligible for any protections because of the lack of clear public policy and that this ruling was applied incorrectly in this case. While Dr. Pierce expected Ortho to understand and abide by her opinion, they were not required to do so and were not required to keep her employed. Report of the Ad Hoc Committee on the Principles of Medical Ethics, American Medical Association 3 (1979). An employee does not have a right to continued employment when he or she refuses to conduct research simply because it would contravene his or her personal morals.

Analysis

I believe a summary judgment should not have been granted in this case and it should have gone to trial. Both opinions affirmed the status quo but they applied the logic differently due to the review of the facts.

#human resources #student case brief

Country Employment Labor Laws - US/Portugal

This is a multi-paper project. This portion was submitted to Rutgers on 10/10/2023.

The United States ranks last amongst developed nations for their benefits for employees. With a low federal minimum wage and low minimum wages in the country's largest localities, minimum sick pay and leave options, the US is not a desirable place for the majority of hourly workers. States also increase wages and add different coverages but as of today, 15 states have the federal minimum wage as their minimum wage, only 15 states have mandated sick pay and only 9 states still have COVID-mandated covid sick pay. Georgia and Wyoming’s minimum wage is currently at $5.15 but they must abide by the FLSA rules when paying employees. When it comes to parental leave, employees have to work a year for FMLA which is unpaid, and in most areas that have short-term disability, you have to be employed for a minimum of 6 months. Even with the protection, there are still some workarounds that an employer could employ in order to terminate someone on a protected leave. Currently, there are no widely accepted legal paid programs for non-birthing parents in the United States at this time. Some employees may be eligible for paid family leave in states like New York and Pennsylvania.

When it comes to healthcare, the United States does have Medicaid and Medicare, generally for the unemployed, disabled, and individuals over the age of 65. The working class is allowed to elect their employer's plan(if the employer is required to/decides to offer a plan) but has to pay an exorbitant amount of money for minimal health coverage. The average working American pays about $111 for employer-sponsored medical coverage (USA Today, 2023). Someone making the federal minimum wage would have to work nearly 16 hours to pay for healthcare. This doesn’t account for co-pays, deductibles, co-insurance or out-of-pocket maximums for the plan. When it comes to end-of-life or retirement programs, only 11 states have mandated plans. Even in states with mandated plans, it is not required to have an employer match. Social Security is an option depending on the number of work credits obtained throughout the years and the maximum for someone who is retiring at the latest age of 70 is $4,555(Orem, 2023). In New York, the average rent for a studio apartment is $3,430(Renthop, 2023), just to put it in perspective.

Portugal on the other hand ranks extremely high for employee benefits and protections(ITUC-CSI, 2020). Portuguese laws dictate that employees should work 40 hours per week and 8 hours a day. There are exceptions for overtime but the overtime can not be consistent. In terms of time off, Portugal has a robust time off plan. There are 13 recognized public holidays that are off with pay, 22 days of paid leave after a year of employment, 120 or 150 days of paid parental leave, 30 days of pre-natal leave and 42 days of leave after birth, 15 days for marriage, 2-20 days for bereavement and 1095 days for illness paid at a percentage of the salary. There are also protections for the amount of work or overtime that an employee can do when they return from leave.

Portugal welcomes collective bargaining agreements or CBAs by industry which gives all folks in the same industry/position access to equal pay and benefits. For industries without a CBA, the statutory benefits mandated to all employees include all types of employees and do not differentiate between part-time, full-time, or remote. Contractors and self-employers are also protected if they meet certain provisions under the law like if the company provides tools for the work i.e. a computer or phone, if clock-in and out times are recorded, and if exchange for the work money is given regularly. Employers are not allowed to arbitrarily dismiss employees and allow employees to take Garden Leave upon exiting an organization if both parties agree. Garden leave is when an employee is severed from the company but is still receiving pay in the form of severance, regular pay, or paid time off. Portugal also has protections for dismissal including the employee's right to agree or disagree with the end of an assignment. Portugal also has universal healthcare, so paying for healthcare is not a concern of the employee or employer. Although Portugal has a ton of benefits for employees, their hourly rates are low. The minimum wage in Portugal is 760 Euros per month and 10,640 per year which translates to $806.03 and $11,284.36 respectively. Portugal does have a state-funded retirement fund with a max of 395 euros per month and companies are also allowed to have private funds. Portugal’s estimated cost of living is $652.10 monthly.

It’s clear that the United States pales in comparison to Portugal despite having a higher rate of pay From first glance, it appears that operating in Portugal while beneficial for the employees will be extremely expensive for the company. Although the cost of healthcare is not dependent upon the firm, the amount of time off that is required to be paid is astronomical and potentially disruptive. Not having an employee for a month could be detrimental to an operation but not having them for up to 1000 days is not conducive to a successful business operation. Especially with the idea that not only do you have to pay that individual’s salary but you will also have to find another person to replace them.

An obstacle that we would need to be extremely prepared and buttoned up for is the laws governing termination in the organization. The majority of the United States is at-will and Starbucks has a reputation for exercising that right. New processes and procedures need to be created and new habits need to be formed in order to be compliant with those laws.

References

Iacurci, G. (2021, February 4). U.S. Is worst among developed nations for worker benefits. CNBC. Retrieved October 10, 2023, from https://www.cnbc.com/2021/02/04/us-is-worst-among-rich-nations-for-worker-benefits.html

Rogers, L. (2023, March 31). U.S. Is worst among developed nations for worker benefits. Employers Lawyers Blog. Retrieved October 10, 2023, from https://www.employerslawyersblog.com/2023/03/states-that-still-require-paid-sick-leave-for-covid-19.html

(2023, January 1). Paid Sick Leave Laws By State for 2023. Paycor. Retrieved October 10, 2023, from https://www.paycor.com/resource-center/articles/paid-sick-leave-laws-by-state/#:~:text=Which%20states%20have%20mandatory%20paid,mandatory%20paid%20sick%20leave%20laws.

Anderson, G. (2023, August 18). Minimum Wage by State in 2023 and Beyond – All You Need to Know. Workforce. Retrieved October 10, 2023, from https://workforce.com/news/minimum-wage-by-state-2022-all-you-need-to-know

Tretina, K. (2023, June 23). How much does health insurance cost in 2023? USA Today. Retrieved October 10, 2023, from https://www.usatoday.com/money/blueprint/health-insurance/how-much-is-health-insurance/#:~:text=On%20average%2C%20a%20single%20person,spending%20to%20meet%20your%20deductible.

Martin, S. (n.d.). Employment and Labour Law Portugal. Retrieved October 10, 2023, from https://iclg.com/practice-areas/employment-and-labour-laws-and-regulations/portugal

(n.d.). Portugal Labor Law: For Hiring And Managing Employees. Multiplier. Retrieved October 10, 2023, from https://www.usemultiplier.com/portugal/employment-laws#:~:text=Portugal's%20employment%20law%20obliges%20employers,paid%20leaves%20after%20six%20months.

Orem, T. (2023, April 4). The Maximum Social Security Benefit in 2023. Nerd Wallet. Retrieved October 10, 2023, from https://www.nerdwallet.com/article/investing/social-security/maximum-social-security-benefit#:~:text=The%20maximum%20Social%20Security%20benefit%20in%202023%20is%20%243%2C627%20at,and%20when%20they%20take%20benefits.

#human resources #benefits

The Effectiveness of E-Learning

Submitted to Rutgers University

11/3/2023

The Effectiveness of E-Learning

E-learning can be considered effective learning when it is comprised of multiple learning methods. Two years ago, I was attending a different University for my Master's program and the E-Learning did not have different aspects. We were required to do discussions, read our books, and write papers but there were no lectures or audio or video content for us to consume. It was very one-dimensional in terms of content and was also solely asynchronous and self-driven. Of course, it could be considered learning but in traditional classes, you are accustomed to seeing a variety of mediums. I do believe E-Learning is learning. I don’t think how or where you receive information determines whether or not you are learning.

In E-Learning programs, there are many things that can alter the effectiveness of the program. Incorporating elements of active learning has been proven to be an effective method. When there is a two-way dialogue, training content is absorbed and remembered by the learner more easily. Multimedia is an excellent addition to the E-Learning outline because different people learn through a variety of mediums. Community interaction is also a huge part of the effectiveness of E-Learning. Using platforms like YouTube to share content also provides an increased level of accessibility as YouTube is widely available and allows exposure to different viewpoints on a set topic. Learners who are intrigued or fascinated by the material can also share it with their peers or on their own social media, engaging in meaningful discourse as we do during our discussions. Regarding the timing of videos, studies show that shorter videos are also more effective allowing for greater recall and processing. In E-learning, components of it can be interactive and are effective like clicking through lectures or answering a quiz at the end or middle of a chapter, whereas traditional classroom material is usually disseminated top-down.

There are certain parts of E-Learning that I think or ineffective and this is really based on the intention of the learning and type of content. For instance, it’s more difficult to teach competencies like how to use heavy machinery safely through video. There are tiny nuances or adjustments that would be caught by an in-person instructor that would be crucial to the job or in fact life-saving. When it comes to changing training content like videos, it’s much easier to change content in person over re-shooting and uploading a video. There are so many factors to consider in a private organization for example, if the previous trainer moved on, the new content would be shot in someone else's voice or likeness and wouldn’t have continuity or consistent branding. As someone who has also created materials for PowerPoint and material for online courses, the asynchronous material needs to be much more developed and takes a longer time to create. When someone is presenting a presentation, they can speak through slides and present ideas on the fly but something recorded needs to have more information available visually.

#learning #e-learning

Is It Me Or Is It This Company?

I’m sure this has been a question for every black person that has ever had to work under white leadership. We’ve all heard the buzzwords concerning diversity, equity and inclusion and as a black person, I have yet to work in an environment that encompassed all three of those. The way that DE&I happens in most companies pushes forth the narrative that black people are the difficult ones to work with. We are the ones with “attitudes” because our voices lack vocal fry, we are the ones who aren’t friendly because we are honest and authentic or refuse to be spoken to like children. Where is the disconnect?

Working in the hospitality space for the last 7 years has given me a unique opportunity to see the makeup of 15+ hospitality companies. The people of color are primarily at the bottom of the totem pole, some make it to mid positions after an excessive amount of experience, usually paid at a significantly lower rate than white counterparts, given more duties/expectations for performance and usually under a white facing or white person. The employees who do the work that actually brings in income are paid/treated the worst, as disposable garbage. While the individuals at the corporate level uphold discriminatory, unjust and classist practices. In Human Resources, the person above me has always been a white woman who just didn’t get it. They were responsible for overseeing policies, procedures, health insurance, 401k for people whose plight they couldn’t understand due to privilege. They have never had to work for the amount of the money the lowest paid person in the company is receiving at the age they are now. The majority of my peers have been gossipy white women that lack the capacity to comprehend the reason why a comment like “who looks good in Indian colors” is racist. These are the types of things we carry with us home from toxic work environments as black people. White employees don’t realize that the black experience is very different from their own says Ross, author of Everyday Bias: Identifying and Navigating Unconscious Judgments in Our Daily Lives (Rowman & Littlefield Publishers, 2014). Noting that while 65% of us say we have to work harder(which we do), only 13% of white people agree. (Roepe, 2021)

The field of HR is uniquely positioned to undo some of the systemic inequities that have been embedded in the workplace for generations. Despite this, the track record of HR departments driving social change and equity has been less than stellar, known more for protecting companies over employees and letting bad behaviors go unchecked. (Schmidt 2020)

I’ve always maintained that the structure behind recruiting was racist and intentionally created to keep black and brown people out of spaces of change and power. When you look at a company’s retention rate especially when you break it out to include race, you’ll find alarming patterns of black and brown people being pushed out of their positions through racists leaders who make work life so unbearable that they leave or they are performanced out. It is not a coincidence that a lot of black and brown people don’t stay long at companies or can’t get jobs but yet the positions that have the capacity to influence change require 20 years of experience when DE&I initiatives are barely 10 years old.

I’ve experienced the “illusion of inclusion” at several places but most recently Aurify Brands. The illusion of inclusion happens when companies hire a few token individuals to meet their diversity quota. These roles are dedicated to people of color and when the previous person is pushed out, they usually replace it with a person of the same ethnicity. This gives the idea that the environment is inclusive when it actually isn’t. Here, when I stated that I was experiencing racial gaslighting from a team member, who happened to be white woman in which my boss did nothing but recommend that we did mediation as if that was a fix for racism. The person in a similar position to mine previously position was constantly yelled at harassed by my boss and the person before that ended up quitting. Shortly after announcing my departure another person of color left the team. My experience there was personal to me but, I’ve witnessed the insidious racism inside of the organization as low of a level as supervisor and trickling up to the top.

African-Americans continue to face both explicit racism — stoked by the rise of white nationalism in the past few years — and subtle racism on the job. In the latter category, University of Utah professor emeritus Arthur Brief points to “aversive” racism (when people avoid those of different races or change their behavior around them) along with “modern” racism (when people believe that because blacks can now compete in the marketplace, they no longer face discrimination). (Roberts, 2019)

The confusion regarding racism is that white people think you have to wear a KKK hoodie in order to be a racist. That’s simply not the case. Making comments about someone’s “ethnic” features including their hair, nose, eyes or lips are all rooted in racism. The surprising part is that white women understand sexism but pretend not to understand racism and colorism.

...according to both quantitative and qualitative data, working African-Americans — from those laboring in factories and on shop floors to those setting C-suite strategy — still face obstacles to advancement that other minorities and white women don’t. They are less likely than their white peers to be hired, developed, and promoted. And their lived experience at work is demonstrably worse even than that of other people of color.(Roberts, 2019)

I always recommend that people of color leave environments that adversely affect their mental health. One life hack that I can share that will void the various changes on your resume is to partner with a recruiting company or headhunter for your search. They’re motivated by money not by color and if you are a solid candidate they will def get you a job, at least until we find a unicorn company like Bravely that actively welcomes and includes people of color.

#work #racism #colorism #being black #Human Resources #hr #human resource professional

On Allyship In The Workplace

“When “allyship” is defined as “using one’s power or position to support or advocate for coworkers with less power or status,” more than 80 percent of white women and men say that they see themselves as allies to colleagues of other races and ethnicities.” (Leanin, 2020) Unfortunately, less than half of Hispanic and black women acknowledge that they have an ally in their workplace. The math isn’t mathing. Hypothetically, in an organization of 100 employees, with 10 that identify as BIPOC, that means less than 5 people acknowledge one of 90 people as an ally, that’s a huge problem.

While allyship has been identified as a buzzword when it comes to race in the workplace, white people are confused about what being an ally fully encompasses. A more fleshed out definition of allyship is “a strategic mechanism used by individuals to become collaborators, accomplices, and coconspirators who fight injustice and promote equity in the workplace through supportive personal relationships and public acts of sponsorship and advocacy” (HBR, 2020) Being an ally or having allyship is a lot more than just not being racist, sexist, or transphobic. It’s being active, meaning you consistently stand up for those who are discriminated against. It means that you continuously hold those who make inappropriate comments and jokes accountable. It also looks like supporting people at the moment, calling out toxic and discriminatory behaviors in a group setting, and refusing to check toxic behavior in private. It also does not look like playing both sides and trying to deescalate a situation when someone is being gaslighted.

Being an ally is not a title you give yourself, it’s a title that must be given to you by a marginalized group. (Atcheson, 2018) Some signs that you could use more work before being considered an ally is if 1.you call yourself an ally but simultaneously proclaim that you need to do more to support the cause and 2. if people of color in your organization have never identified you as an “ally” but are constantly giving you feedback about what you could be doing better. Being an ally means showing up to causes, events, and employee resource groups that you don’t necessarily relate to but your effort shows everyone that is not a “you” problem but an “us” problem.

While organizations have been quick to create bland and unactionable “action” plans relating to diversity, these items do not address the root of the problem. Superficially and performatively donating money to a black organization does not stop discrimination in your organization. Appointing a diversity leader to take on the burden of change that the leaders of the organization should be absorbing is contributing to maintaining the status quo. (Castelli, 2020)

Craig Forman wrote an article for Culture Amp outlining some practices to allyship. The first practice he recommended was to ask questions, I highly discourage asking questions and challenge white people to use the resources available at their fingertips to answer any questions. Asking a person of color why touching their hair is racist is unnecessary when a quick google search tells you everything you need to know about it.

One of the most important components of being an ally is believing experiences shared by marginalized individuals and avoid centering yourself. If someone shares a vulnerable story about being affected by racism or injustice, this is not a cue for you to talk about yourself. It is not a cue for you to minimize that individual’s experience by discussing something that you’ve experienced in your life or to say that their experience could have been worst. In conclusion, dismantling the barriers of racism should be the responsibility of those who have had the luxury of experiencing white privilege and using it to their advantage whether inadvertently or purposely. In the case of racism, silence is compliance.

Resources:

Atcheson, S (2018), Allyship - The Key To Unlocking The Power Of Diversity

Forbes

Forman, C (n.d.), Four practices for being an equality ally

https://www.cultureamp.com/blog/four-practices-for-being-an-equality-ally/

Leanin (2020) Allyship at Work https://leanin.org/research/allyship-at-work

Melaku, T., Beeman, A., Smith D. & Johnson, W. (2020) Be a Better Ally

Harvard Business Review Nov-Dec

The Muse (n.d.) 7 Examples of What Being an Ally at Work Really Looks Like

https://www.themuse.com/advice/what-is-an-ally-7-examples

#racism #discrimination #human resources #diversity #bias

How White Leaders Can Support Black Employees in 2021 & Beyond

Deciding to officially launch this blog on the first day of Black History month may seem a little cliche, but given the year that black people had to endure, I think it’s more than appropriate. And before you, as a white person, white facing person, POC that’s not black says “everyone had to endure this year”, I want you, for once to not make everything about you. This year, companies should learn that being inclusive is not a PR stunt or something you say to shut your minority employees up. It shouldn’t be performative. Let’s not forget, Starbucks firing a young woman for refusing to wear an LGBT Pride shirt because it was against her religion, but the same Starbucks refusing to let employees of color wear Black Lives Matter shirts because supporting black lives is divisive. Go figure.

If you can lead with empathy like many of you claim, you should be able to extend that empathy as hard as you do for your white employees, to everyone. When your black employees start resigning from your organization but don’t mention race at their exit interviews understand that it is 10/10 usually the reason they left. You don’t have an inclusive environment that supports them. Your white team members spew hatred and racism without even realizing it because they are so used to living in their whiteness. If there is someone at your organization brave enough to force these conversations about race, you make it about your experience. You have never had to worry about being protected or being afraid to speak your mind. You have never had to worry about being blackballed or being threatened due to your “aggressive” tone, appearance, or demeanor. Pay attention.

The title is leading to only place blame on White leaders but the truth is there are so many people complicit. Asians, Pacific Islanders, Hispanics, and “non-threatening” black people are also complicit in insidious discrimination. Those who were adopted and grew up in white households, those who were privileged enough to attend white schools, those who have been protected, and essentially are products of white privilege. These recommendations are very surface level. The reason for that is that black people have done the work for white people time and time again, for free. We’re tired. If you want more in-depth help, please reach out to a qualified, black, DE&I coach and pay them to help.

1. Avoid starting DE&I initiatives until your organization stops being racist

When it comes to DE&I initiatives, most companies think they are not the issue. I’ve heard CEOs say things like they can’t find good diverse talent or that their culture isn’t a fit for diversity. What that translates to is we like to be racist without repercussions and we do not want an environment that includes people that don’t think/look like us. You can’t retain diverse talent when your organization makes inappropriate jokes about race or calls a black person’s tone via email aggressive.

2. Stop thinking that DE&I initiatives are separate from HR

HR is recruiting, onboarding, progressive discipline, engagement, the whole employee lifecycle. DE&I is the surety that HR is being compliant in anti-racism and discrimination in those functions. It’s that simple. They’re not separate. Your DE&I partner should be included in any meeting that includes your senior HR person.

3. White people can not effectively and efficiently determine what behaviors are discriminatory/racist

Someone who has never experienced bias, discrimination, or racism can not identify what it is. I have super thick, and kinky natural hair. I’ve had a senior leader ask me when I was going to get my hair done. I’ve also had someone tell me that my hair looks better when I straighten it. I’ve had someone ask if I stuck my finger in an electrical outlet. While those all sound like harmless jabs in a workplace, they are not. They are rooted in hatred and discrimination. The need to get my hair done insinuates that the way my hair grows out of my head is unacceptable. Imposing European standards of beauty upon a black person is downright disrespectful. These are very light-hearted examples but I have seen and experienced how gross it can be.

4. Martin Luther King Day is a non-negotiable, paid holiday for everyone

PERIOD. If your locations are open on MLK day, pay time and a half. If 80% of the workforce is people of color, this is a huge non-negotiable.

5. Stop demeaning black people’s experiences and LISTEN

You don’t have to insert your experience of “discrimination” every time a black person talks about racism. If someone says they experienced something, stop telling them that they’re overreacting or making it about race.

The last point is truly the one that is the most impactful. Educate yourself. If you can head to google for anything, head to google to arm yourself with education about racism. Educate yourself about the history of America. Understand the experience of Black people in this country. Be an actual ally to them, not a performative one. I recommend putting the E first in DE&I. It’s easier for people to understand equity than it is for them to understand diversity. That is a conversation for another day.

Resources:

https://www1.nyc.gov/assets/cchr/downloads/pdf/Hair-Guidance.pdf

https://news.stanford.edu/2020/06/09/seven-factors-contributing-american-racism/

https://ilr.law.uiowa.edu/print/volume-102-issue-5/aggressive-encounters-and-white-fragility-deconstructing-the-trope-of-the-angry-black-woman/

https://www.nbcnews.com/feature/nbc-out/starbucks-barista-says-she-was-fired-refusing-wear-pride-shirt-n1248847

https://www.fastcompany.com/90516865/starbucks-banned-employees-from-wearing-blm-t-shirts-now-its-designing-its-own

#diversity #human resources #discrimination #racism #leadership

4 BENEFIT CHANGES YOUR COMPANY SHOULD CONSIDER IN 2021 IN RESPONSE TO COVID-19

2020 was a year filled with change and uncertainty. Most employers were not ready or equipped to deal with the ever-changing leave laws in their state, the complexity of the FFCRA, or the rapid shift in their employee needs. While the FFCRA expired back on December 31, 2020, there have been no known extensions or considerations. That leaves employers in limbo. While employees are still affected by COVID whether through contracting the virus itself, being close to those who have tested positive, or those whose small children have been impacted by school closures, "employers should be prepared to have a plan in place for 2021 that contemplates COVID-19-related leave scenarios and be prepared to comply with applicable state and federal leave laws," - Adam Kemper (2020) There has been guidance from OSHA on what instances of COVID constitute a workplace injury however, without testing it is virtually impossible to determine the exact place of contraction(*excluding CA specific to healthcare workers). In addition to OSHA, there is the question of whether or not a positive COVID diagnosis is covered under the ADA and subject to the rule of reasonable accommodation. Due to this uncertainty, employers should be proactive by creating plans for different situations and relying on their HR team to deliver solid, equitable, and sound guidance.

Adding a provision of paid time off for employees exposed or diagnosed with COVID

In most states, companies can create different buckets of days of paid time off. Consult with legal counsel to see if adding an amount that is equal to the length of the quarantine period in the operational state either front-loaded or accrued is permissible. Depending on how companies classify this time, it may be subjected to payouts or rollovers depending on the laws in that particular state.

Adopt the Paid Family Leave provisions internally and extend eligibility

There's no law(except probably in California, kidding!)that says companies are not allowed to create an internal leave program. Adopting the Paid Family Leave provisions allows employers to stay consistent in regards to the level of pay and expectations but also allows the additional scenarios that aren't necessarily covered under state family leave. One of these additional instances could include extending leave to parents who do blended learning(online & in person) As always, consult with legal counsel before rolling our a new leave program.

Extending Bereavement Leave

With the high death tolls, it's imperative that employees feel supported during this time in more ways than one. If there are no paid bereavement leave offerings, now is probably the time to add this benefit on. For those who have bereavement leave available, there should be considerations to extend the paid amount of days for extra travel time and mourning as well. Companies are allowed to add documentation provisions for this leave, be sure to update any handbooks or PTO time, and to consult with legal before rolling out.

Adding additional free medical services

Money has been tight for everyone this year. Most organizations have to deal with increases in prices through their traditional medical insurance. If money is an issue, a way to be more generous without taking on hundreds of thousands in additional costs is employing a company like One Medical, which provides free rapid COVID testing at several locations. They can provide corporate rates and one-year contracts so that the organization can evaluate the usefulness of the program at the end of its life. In this time of uncertainty, budget constraints are at the top of mind but the lingering results from the lack of employee morale can be expensive. The real cost of losing an employee hits astronomical amounts once hitting the 100k mark. "Up to 213 percent of annual salary for highly-educated executive positions. For example, the cost to replace a $100k CEO is $213,000." Real considerations should be made to make sure the employees that you do have feel valued, covered, and supported by their employer. Articles Coronavirus Relief Package Includes Key Workplace Provisions | Allen J. Smith J.D. Record Workplace Exposures to COVID-19 | OSHA Employee Retention the Real Cost of Losing an Employee | Christina Merhar

#employees #human res #benefits #hr #human resource professional

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