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Sheri Browning and Jay Kuhns discuss change management during a period of mergers and acquisitions. Listen now to their expert insight and strategy!

Evolution of Workplace Safety: From Physical to Psychological. A focus on psychological safety, its importance, and how managers can foster a secure work environment for overall wellness.

The Labor Movement resurgence includes medical resident organizing. GME programs urged to engage, respect, and listen strategically.

Master the art of leadership transitions in your first three months with these proven strategies for success.

Learn how to manage others by managing yourself first. Navigate emotions, engage your team, and drive successful transformations.

Discover the impact of #HotUnionSummer – a season marked by labor unrest. Gain insights on navigating and responding to union activity with expert advice.

Discover the reasons behind Ulta Beauty's success in the ever-changing retail landscape, from their guest-centric decision-making process to their one-stop-shop approach. Explore their employee relations best practices, including care hotlines and DE&I efforts, providing valuable insights for other organizations. Learn from Devon Byrne, VP for People Enablement, and her advice on creating a positive employee experience.

These five crucial organizational development principles can bolster your developmental initiatives and elevate your organization's performance.

Learn to improve executive communications by harnessing the power of fairness, transparency, and equity in your message.

Gain invaluable insights from Chris Chouinard, a Lead Consultant at IRI Consultants, on leveraging EAG feedback, utilizing outside consultants, and cultivating a post-pandemic workplace culture.

The constant, often troubling news cycle may worry employees, not only about how it effects their lives outside of work, but inside as well.

Digital media intelligence should be a critical part of any organization’s communications and ultimate success.

Employee experience strategy should be a major organizational focus for companies looking to prevent resignations and improve retention.

Episode 4.19: Hiring is tough – in the current climate, that’s a given. And while there are strategies upon strategies on how to win this “war for talent”, not nearly enough is said on the absolute best way to win that war: which is simply to avoid job vacancies in the first place. Every employee you retain is a new hire you won’t have to find – not to mention onboard, train and socially integrate into your team. Joining us today to help us better understand this challenge is Joey Coleman, the Founder and Chief Experience Composer for Design Symphony, perhaps best known for his Wall Street Journal Bestseller Never Lose a Customer Again. His latest book, Never Lose An Employee Again: The Simple Path to Remarkable Retention will be released later this summer. Here, he explains: The importance of retention, with regard to customers and employees; How loyalty interacts with retention - and what organizations commonly get wrong about loyalty; The eight phases of the journey to improve employee retention; and What you can do right now to improve employee retention in your own workplace! If you prefer to read along while you listen, we've done all the hard work for you! We listened back to this episode and took notes below, and access is free! Why Study Customer and Employee Retention? Retention is a prominent theme in Mr. Coleman’s writing because of a human being’s biological imperative of being predisposed towards “the chase, not the catch and retain.” Retention is also important to Mr. Coleman because he believes businesses focus too much on marketing and sales. His first book, Never Lose A Customer Again, provides a framework and methodology for enhancing customer retention for companies. Its cover uses the symbolism of a balloon, to illustrate a lack of retention in an organization. If customers aren’t retained, they usually don’t storm in and fire the business aggressively. It’s instead like a balloon – a slow, quiet drift away. The same goes for employees, despite often having more notice. Employers can still be surprised or caught off-guard by an employee giving two weeks with (seemingly) no cues or signs. Examining retention allows individuals to think strategically, systematically, and intentionally about keeping customers and employees. UNLOCK THE FULL EPISODE COMPANION GUIDE Get all the notes, links, tips, tricks and most important content from this episode - for free! Show me! By signing up you agree to our terms How Loyalty Interacts With Employee Retention Loyalty and retention work hand in hand. Loyalty is the aspirational goal of retention. The organization will likely retain employees who feel loyal to the organization. What organizations get wrong about loyalty is that there is an expectation that it should be given instantly. There is no other situation or environment where individuals expect this to be the case. Mr. Coleman gives an example of a bad first date due to assumptions about loyalty. “We're sitting at the first date, and the waiter or waitress comes over to take our order. And before they've even taken our order, we're asking the other person, ‘so when do I get to meet your parents? I'm thinking this is going really well.’ We wouldn't do that in our dating lives. And yet, when we bring on a new customer, or we bring on a new employee, our perspective is, ‘well, now they're in, right? They're going to stay unless something goes wrong.’” Understanding Never Lose An Employee Again Writing on Never Lose An Employee Again: The Simple Path to Remarkable Retention began before the pandemic. When the COVID-19 pandemic disrupted many lives in the United States, he asked his publisher to pump the brakes on writing his book. While Mr. Coleman wasn’t afraid it would change the frameworks he built in his book, he knew it would likely change employee expectations of office c...

Episode 4.18: Understanding why “Psychologically Safe” workspaces are important is easy– it’s the “how” we make our spaces safe that can be a little more complicated. Joining us today to help us better understand this challenge are Dr. Karolin Helbig, Founding Partner of New-work-leadership.com and Minette Norman, Founder and Principal of Minette Norman Consulting LLC, authors of The Psychological Safety Playbook: Lead More Powerfully by Being More Human. Here, they explain:What it means for a workplace to be "psychologically safe";The benefits of psychological safety in the workplace; The five specific "plays" leaders can make to improve psychological safety within their teams; andImportance of leadership authenticity in creating psychologically safe workplaces! If you prefer to read along while you listen, we've done all the hard work for you! We listened back to this episode and took notes below, and access is free! Defining Psychological SafetyPsychological safety is a feeling that occurs when an individual is on a team where they’re invited to share openly without fear or anxiety. When individuals feel psychologically safe they’ll be more likely to do the following behaviors: share ideas, question decisions and groupthink, take risks, ask questions, and not fear the risk of failing. Groupthink is the pressure to conform and agree with everyone else. This arises from a lack of psychological safety and is an idea and inspiration killer. UNLOCK THE FULL EPISODE COMPANION GUIDEGet all the notes, links, tips, tricks and most important content from this episode - for free!Show me!By signing up you agree to our terms Psychological safety is important because not only does it allow people to do important workplace activities, but they can also show up to do their best work being authentically themselves – the person they want to be. Individuals can usually detect when they are not in a psychologically safe workplace. Almost all employees have felt this at one time or another. Behaviors that occur when individuals feel psychologically unsafe include hiding their real perspective, feeling afraid to ask questions for fear of humiliation, and not feeling comfortable with being themselves.Employees in these circumstances mask their identities and conform to the overarching group norms. Leaders in these circumstances may refuse to admit mistakes or show vulnerability. A lack of psychological safety harms a company’s culture because an organization will miss out on the diversity of viewpoints, ways of thinking, and experiences usually sought after in talent acquisition. A diverse workforce is only as diverse as creating conditions where everyone can show up as themselves, can speak up, and challenge even the group’s prevailing viewpoints and norms. Without this, a company truly won’t benefit from diverse hiring choices. Psychological safety in the workplace is not just a “nice-to-have,” so everyone feels comfortable. It ensures you get the most out of your diverse workforce to create high-performing teams.Paying attention to psychological safety will have a positive bottom-line effect, as demonstrated by several studies by Amy Edmondson.A focus on creating psychologically safe workplaces attempts to help every employee do their best work.How To Create Psychologically Safe WorkplacesPsychologically safe workplaces have to be created intentionally and cultivated deliberately. In Dr. Helbig and Ms. Norman’s book, they developed five “plays” centered around a high-level topic, with five specific “moves” or actions a leader can take. These moves are five tangible things a leader can do immediately to create a psychologically safe workplace. Those plays are: Communicate CourageouslyMaster the Art of ListeningManage Your ReactionsEmbrace Risk and FailureDesign Inclusive RitualsSmall actions that are done consistently make a big change in the psychological safety of your workplace.

“Putting the human back in Human Resources” – we’ve all heard the phrase, decrying our industry’s perceived focus on process, paperwork, and, in more recent years, technology. But humanity and technology don’t have to be at odds with one another – in fact, when they work together, they can drive successful business transformations and help create high performing teams! Joining us today to help us answer these questions is Larry McAlister, a three-time CHRO and the number one international best selling author of The Power to Transform: A Field Guide to Building a Human-Centered, Tech-Enabled Work Culture! Here, he explains:Why we are living in "The Golden Age of Technology";Common reasons why digital transformation efforts can fail; The value of "golden-threading" your organization; andThe four key elements to create a thriving, engaged employee ecosystem! If you prefer to read along while you listen, we've done all the hard work for you! We listened back to this episode and took notes below, and access is free! The Golden Age Of HR TechnologyThe time we live in is often called “the golden age of HR technology.” This is because of three key elements:How fast the technology is moving How much HR technology is out thereHow HR tech affects every part of the employee experience. The role of data in talent acquisition, employee development, and employee retention is another example of how we’re in the golden age of HR technology. This means HR professionals can cross-reference pulse surveys with AI recruiting and peer coaching tools. This can yield a more encompassing picture of where the workforce is at. Despite this, only 15% of companies are fully engaged in a full HR stack. So while there is more HR technology than ever, fewer companies fully utilize it to its full potential.HR team members must act quickly to get buy-in from everyone; they need to be the ones driving human-centric digital transformation. UNLOCK THE FULL EPISODE COMPANION GUIDEGet all the notes, links, tips, tricks and most important content from this episode - for free!Show me!By signing up you agree to our terms People Have To Be First: Understanding Human-Centered Digital TransformationMr. McAlister started his HR career by developing a welfare-to-work program for his then-employer Citibank. This program aimed to establish entry-level job opportunities and teach those hires how to be employed in a professional environment. His program was successful, with 19 out of 20 individuals maintaining their employment with Citibank. His HR department then brought him on to the HR team. But what caused Mr. McAlister to choose HR as his long-term career path was working for a company with a “mean” attitude towards firing, layoffs, demoting, and the organizational chart. After being eventually laid off from this organization, Mr. McAlister realized that in workplaces, people have to be first – and he devoted the rest of his career to making sure they always remained first.That’s one reason Mr. McAlister wrote a “field guide” rembracing human-centric digital transformation, intentionally designed as a step-by-step guide for HR professionals and corporate leadership to follow. All HR professionals can be technology and transformation experts with the right guidance and strategy.Why Human-Centric Digital Transformations Can FailA silver lining of the COVID-19 pandemic is that almost all companies experienced a major transformation. During the immediate aftermath of COVID, it was a lot easier for everyone to embrace this human-centric digital transformation as everyone had to do it simultaneously. After COVID, companies face the challenge of handling employee feedback as employees are now more empowered in their workplaces. However, there’s no clear best way to manage this feedback.The key solution to this is to embrace the same skills developed during the pandemic for managing worker needs now that the severity of the pandemic is largely over.

"The Employment Law Translator" Louis Lessig joins ProjectHR to provide key employment law updates for 2023.

In order to fully understand The Great Reconnection, Kevin Mulcahy, a future of work evangelist, joins ProjectHR to share why simple appreciation and acknowledgement of effort can go a long way!

Author Debra Corey discusses how there is a direct connection between employee recognition and business results.

In this episode, we continue our look into positive employee relations in manufacturing with Barrie Green, Vice President and Chief Human Resources Officer for Hopkins Manufacturing Corporation.