The Problem with HR Strategy

You think you have an HR strategy but you don't. Because strategy is not a list of programs. You have a strategy when you create something aimed at concrete business outcomes like risk reduction, market growth, and core operational productivity. In this discussion, Ranya Nehmeh, founder of Elevar HR Advisory, shares her framework for escaping operational traps and building sustainable partnerships with senior leadership. Key Takeaways: - The Blueprint: A real strategy must outline exactly where the business is going, the specific capabilities required, and what operational elements must change. - Language Barrier: HR teams often focus on framework completion and engagement scores, while business leads focus strictly on revenue, risk, and productivity. HR needs to shift. - The Agility Trap: Constant structural reorganization without foundational operational stability breeds severe change fatigue across teams and doesn't create business results. - Manager Accountability: Middle managers account for roughly 70% of the variance in team engagement, making them the literal execution point of your strategy. 00:00 Intro 01:53 Speak the language of your business leaders 05:32 Avoiding the Agility Trap 08:48 When Engaged Employees are Leaving 10:50 Managers' Role in Team Engagement 12:47 Audit Your Strategy **Find Ranya** Website: https://elevare-hr.com/ LinkedIn: https://www.linkedin.com/in/ranyanehmeh/ **Find Andrea (me)** Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Most of us spend our days heads-down focusing on our immediate work - compensation, hiring, performance management, employee issues... But HR leaders need to look up - and out. To build a strong workforce strategy, we must look beyond organizational boundaries to anticipate macroeconomic, political, and technological shifts. In this episode, former Vice President of HR Jim Utley shares how to successfully transition your human resources function from purely operational to deeply strategic. Key Takeaways 1) Look Outside the Building: Operational HR is necessary, but managers and leaders must lift their heads to track external economic, social, political, technological, and environmental forces. 2) Use the five external pillars to organize your thoughts around external risk 3) Use frontline intelligence - after all they interact with our clients and products all the time 4) Read broadly. 5) Be active in industry groups OUTSIDE of HR And much more. 00:00 Intro 01:44 The external influences 04:11 The five core strategic planning categories 08:37 Gathering data from the frontline 11:07 The case for being well-read 13:07 Example 1: Technological change 15:20 Example 2: Climate change 19:21 How to do this 24:21 One tool: black swan scenarios 25:53 Connecting with Jim Utley **Find Jim or his book** Website: https://books.friesenpress.com/store/title/119734000607247171/James-Utley-People-Working **Find Andrea (me)** Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Performance management conversations can be stressful. This video should help. If you are nervous about it, you have probably been avoiding it and avoidance will not solve the problem. This video will help you prepare for and execute difficult workplace conversations without watering down your core message. So learn how to address behavioural issues constructively while maintaining professional boundaries and respect. Key Takeaways - Be Prepared: Consider specific 'evidence because general impressions or vagueness will cause defensiveness. - Prioritize Clarity: Avoid softening the message so much that the employee leaves under the impression everything is fine. - Explain the Business Impact: Connect the performance issue directly to how it hurts the team or goes against organizational values. - Invite Real Dialogue: It will help build engagement and ownership in the improvement plan. And don't forget the consequences. If you have been avoiding it, it is probably serious. Let the employee know early so they have a hope of fixing it. 00:00 Intro 00:47 Gathering your facts 01:23 Be clear (don't water down your message) 03:13 Explain the impact 05:13 Listen 06:34 State the consequences 07:56 Avoid these traps 09:41 Handling the emotions 10:26 Why early, honest conversations prevent escalation **Find Andrea (me)** Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

HR is failing when we look at problems narrowly: accepting a manager's convenient opinion that the employee is the problem. This episode looks at how human resources professionals can properly diagnose whether a team issue stems from the employee, the manager, or the system they both work within. Debbie Pearmain and I look at what actually works to improve the performance of a manager. I meant most managers work 10 years before they ever get any training. And training alone is questionably effective. So key takeaways: - Look for systemic patters: Individual issues point to the employee, but multiple struggling teams indicate systems. - Three lenses for assessing: Always evaluate leadership challenges through capability, capacity, and the system. - The problem with off-the-shelf training: A single supervisory course probably isn't going to be enough. - Old methods: Old training methods are unlikely to work because things have changed. Now managers have cognitive overload, AI disruption, emotional fatigue, and hybrid workplace complexities. - Pair training with coaching: True behavioral modification happens when educational training is reinforced with ongoing, personalized executive coaching. We've tried turning the managers into coaches and that didn't really work. 00:00 Intro 01:13 Holding the Mirror Up to Leaders 02:24 Subtle Indicators of Poor Team Trust 04:21 Thinking about the Systems 07:47 Using Team Engagement Surveys Well 10:06 How to Assess Leadership Capability 12:40 Tailoring Coaching to Low Medium and High Performance 15:21 The Failure of Generic Courses 19:18 Modern Leadership Challenges 20:48 Combining Training and Coaching 25:10 Connecting Leadership Vitality Programs to ROI **Find Debbie** Website: https://www.onestophr.ca/ LinkedIn: https://www.linkedin.com/in/debbie-lang-pearmain-116551/ **Find Andrea (me)** Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Research reveals a worrying trend regarding the wellness of HR. While HR professionals are tasked with managing company culture and supporting workforce wellness, the vast majority of us lack adequate support. Clinical psychologist Dr. Jo Burrell shares insights from three years of research to highlight how organizational systems can better HR from chronic stress. Here are some of what she had to share: - Only 13% of HR professionals feeling well-supported at work and this metric has not moved. - But HR professionals who feel supported experience fewer mental health issues, take less sick leave, and are far less likely to leave the profession. - While chatting with friends helps, formalized systems like peer supervision and coaching make sure we move the dial. - Connecting with others in HR normalizes our challenging professional experiences. - Action needs to come from three places: individual, employer, and associations. 00:00 Intro 00:59 The numbers aren't changing 03:40 Support matters 06:30 Our normal approaches don't work 08:58 Formal versus informal support 11:33 Support frameworks 14:06 When you don't trust your manager 15:39 Three levels of responsibility 20:26 Facilitation compared to DIY 22:32 If you're solo 25:13 Connect with Jo and learn more **Find Dr. Jo Burell** Website: https://www.ultimateresilience.co.uk/ LinkedIn: https://www.linkedin.com/in/dr-jo-burrell-04901a96/ **Find Andrea (me)** Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Building a positive work environment requires more than just corporate perks or collaboration values on a wall. Josh Block, President of Block Imaging, joins the show to discuss how focusing on "Together, Thoughtful, and Transparent" transforms company culture and employee ownership. How the "Together" principle improves major business decisions. Moving from the Golden Rule to the Platinum Rule Why pay attention to the lighting The importance of constant feedback. The 3 C's of hiring and exiting: Character, Competency, and Chemistry. 00:00 Intro 00:46 The 3 T's as a foundation 01:35 Together: Making decisions together 02:10 Thoughtful: Considering the needs of others 02:27 Transparency: Starting the trust cycle 03:33 Moving beyond silos and dictatorships 04:47 Sharpening the final 10 percent 07:03 Applying the Platinum Rule at work 07:43 Why compensation and workspace matter most 10:04 Overcoming the urge to hide information 12:31 Why clear feedback is actually kind 16:15 The 3 C's of employee exits 18:35 Transparency vs. complaining in the chain 19:32 Where to start with People Matter Find Josh Website: https://www.peoplematterwork.com/ LinkedIn: https://www.linkedin.com/in/josh-block-9a84275/ Book Titles: People Matter at Work Find Andrea (me) Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Constructive dismissal is an often-discussed but rarely-realized part of employment law where fundamental changes to a role can lead to significant employer liability. This episode breaks down what counts as a unilateral change and how employers can navigate restructuring without triggering valid legal claims. Defining the "unilateral and fundamental" test for dismissal. Why salary reductions and demotions are primary triggers. The role of "reasonable notice" in changing contract terms. How "consideration" and signing bonuses can mitigate risk. The employee’s duty: choosing to accept or resign. The legal concept of "condoning" changes by staying too long. 00:00 Defining the concept of constructive dismissal 00:41 What constructive dismissal is not 01:31 Common triggers for valid legal claims 03:00 Performance management vs. constructive dismissal 04:48 Most common mistakes made by employers 06:02 How to restructure without legal risk 08:27 Using amendment letters and consideration 10:52 Is unilateral change ever legally defensible? 12:09 Employee options: resign or accept 13:56 Contract language and legal limitations Find Brady Website: https://www.matthewndinsdale.com/ LinkedIn: https://www.linkedin.com/in/brady-farmer-077235108/ Find Andrea (me) Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Implementing AI is different than other types of software. Globalization Partners (G-P) Head of HR Laura Maffucci shares her lessons from navigating an AI mandate, handling employee fear, and building a cross-functional AI governance council. Listen to hear how we transition from informal employee experimentation to structured, agentic workflows that enhance productivity without removing the human in the loop. Key takeaways from the discussion: Why bolting generic AI tools onto existing, broken workflows fails to deliver much results How an internal cross-functional AI council enables employee use The difference between executive perceptions and employee realities Enabling the desired behaviour Being real 00:00 Lessons from early enterprise AI implementation 01:13 Scope of AI deployment at GP 02:17 Managing employee fear of job replacement 04:31 Moving from unstructured to structured automation and the change implications 06:00 The differing implementation needs: deep versus broad 08:41 The failure of bolting on AI 10:43 Purpose-built compliance and agentic data scraping 12:43 Managing shadow AI and workflow fragmentation 13:46 Structuring a corporate AI policy council 15:10 Creating positive energy around governance rules 16:40 Executive delusions vs employee realities 18:37 Why rising quality standards impact efficiency 19:21 The role of HR in change management 20:52 Balancing personal skepticism with strategic adoption 22:05 Finding non-technical AI champions in house 24:22 The power of authenticity over corporate jargon 25:27 Where to connect with Laura and G-P Find Laura Website: https://www.G-P.com/ or https://www.globalization-partners.com LinkedIn: https://www.linkedin.com/in/laura-maffucci/ Find Andrea (me) Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Implementing a clear progressive discipline policy ensures that your organization handles employee performance issues fairly and legally. This episode covers this essential HR topic which I have avoided for over 5 years. 😬 The purpose of discipline, though, is to address workplace conduct AND provide the individual with a genuine opportunity to improve. Key Takeaways - The True Intent: Progressive discipline provides a fair, structured path for improvement, rather than acting as a fast track to termination. - Verbal Warning: The initial conversation must clearly state the required change and document potential consequences - but no letter. - Written Letters: Formal letters must reference past discussions, outline precise performance expectations, and explicitly state what happens if the improvement is not enough. - Investigations are Mandatory: Your termination won't hold if you didn't ask questions and listen to the answers. I also talk about the the difference between discipline and PIPs. AND I see the irony of having avoided the topic so long. LOL 00:00 Defining Progressive Discipline 01:21 Mindset Shifts for Effective Management 02:29 Step One: The Verbal Warning Conversation 03:22 Step Two: The Written Warning Letter 04:00 Step Three: Final Warning 05:05 Step Four: The Terminations 05:28 Investigating Misconduct Before Issuing Discipline 07:43 Overcoming Manager Avoidance 10:10 Progressive Discipline vs Performance Plans 11:15 Legal Risks in With-Cause Terminations 12:27 Core Takeaways for Modern HR Leaders Find Andrea (me) Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

Calculating severance pay in Canada requires understanding the difference between statutory minimums and common law reasonable notice. In this episode, employment lawyer Brady Farmer explains how age, position, and length of service determine what an employee is truly owed. Key Takeaways: - The difference between the "floor" of statutory law and the "ceiling" of common law. - Why the "one month per year" rule is actually a myth. - How the duty to mitigate can lower an employer's total payout. - The stark contrast between Canadian notice requirements and US "at-will" employment. 00:00 Defining statutory vs common law severance 02:13 How common law fills legislative gaps 03:15 Debunking the one month per year myth 03:56 Four factors for determining notice periods 05:54 Understanding the employee duty to mitigate 08:23 Strategies to encourage employee mitigation 11:13 Are termination clauses actually enforceable? 17:42 Why releases require extra consideration 19:04 Anatomy of a proper termination letter 23:41 Canada vs US employment law differences **Find Brady Farmer** Website: https://www.matthewsdinsdale.com/ LinkedIn: https://www.linkedin.com/in/brady-farmer- **Find Andrea (me)** Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/