The last time something surprised me was back in 1992.

In olden times, there were three ways to learn about new movies: you could read the newspaper, watch Siskel & Ebert on local TV, or ask your friends for recommendations.

My entire social circle was gaga over a movie called The Crying Game, and my high school boyfriend and I made plans to see it. But, before I could make it to the local cineplex, someone blew the plotline for me and told me the main character’s girlfriend was really a man.

The twist didn’t surprise me as much as the person who would wantonly tell me plot secrets as if it were no big deal. It would be like a member of the production crew of Game of Thrones telling you how the show ends just to be a dick.

I saw the final script. Jon Snow kills Cersei Lannister. He and Daenerys relinquish their claim to the Iron Throne and Samwell Tarly ascends to power.

(Thanks, jerk!)

With my faith in humanity ruined back in 1992, I’ve almost never been surprised again. People have egos and blind spots, and it’s safe to assume the worst about humankind because we deliver.

This attitude served me well in conversations about movies and dysfunctional corporate environments. For many years, I wore my cynical brand on my sleeve. And, as I’ve written in the past, it’s difficult being pessimistic. Sometimes you want to believe people are good and that corporations are values-driven. Then, you work in HR, and you see the underbelly of an organization where leaders are lauded for diversity and inclusion but do not give a rip about employee experiences behind the scenes.

So, I’m not surprised when people behave in distasteful and deplorable ways; however, this philosophy is not a healthy way to live. And, I’m here to warn you, it’s not a beneficial way to navigate your job in human resources.

We all have different coping mechanisms, but it’s common for HR professionals and leaders to adopt sarcastic and rigid cognitive frameworks. Gallows humor is dark because you’re at the bottom, baby, and all you can do is laugh. But if you don’t believe in the inherent goodness of humankind or the unlimited potential of the human spirit, you probably shouldn’t be in HR or recruiting.

You should work in procurement or another more inflexible department.

While the modern HR department is built on data and analytics, the very human element of human resources means you must keep your capacity and willingness to be surprised. Yes, it makes sense to plan and analyze people-related behaviors and trends; however, you must guard against the tendency to make assumptions about people and build policies, processes, and programs centered on the lowest common denominator.

I’m not saying your business should put itself in the position of being confused, overwhelmed or startled by the competition. But if you’re not willing to open your mind and dream for your workforce, how can you expect your employees to feel safe taking risks and dreaming big dreams.

There was a time in my life where I didn’t hate people and look upon people suspiciously. That was 1992 before I learned all there is to know about The Crying Game.

Be better than me and allow mankind to surprise you from time-to-time. Bring that sense of wonder and curiosity into your job in HR!


Hi, everybody. If you’re new around here, I’m fixin’ to write a best-selling book on fixing work. There’s an agent involved, and I wrote a 74-page proposal based around my core philosophy that you fix work by fixing yourself.

Yes, companies and HR departments should deliver an incredible experience. But if you run your life like a business and take responsibility for your relationships, including your relationship with yourself, you can survive and thrive in just about any employment environment.

The book has stories from my experiences in HR, but it’s not a book about me or HR. The book is about how to fix work in ten steps. It’s written for executives and HR leaders who want to invest in processes, programs, and policies that people employees and customers in the heart of all experiences. But it’s also for employees who are stuck in mediocre corporate jobs and want to challenge themselves and their leaders to think and do better.

I’ve written an intro, market research, an enhanced biography to highlight my accomplishments, a marketing plan, a list of speaking engagements, a chapter outline, and two sample chapters. It’s been a fascinating ordeal — and I’ve learned a lot — but I’m only 22% of the way there.

My goal is to create a modern-day handbook to fix work, but, to sell a half-million books, it helps to be famous. I’m not famous enough for publishers to go, “Yeah, okay, let’s give this kid a shot.”

Also, while I have an excellent voice and strong writing skills, I’m not an experienced storyteller. I’m more of an enthusiastic yeller, and my energy disguises the cracks in communication skills. The proposal is almost there, but it has to be strong to be published by one of the “Big 5” companies and placed in a Target near you.

So, my agent told me I still have a little work to do. How much work? We’re close. Soon the manuscript will go in front of editors who give it a thumbs up or down, but, even if someone buys the script, much of what I’ve already written may not end up in the final book. A book proposal is just an audition. The real work happens once the deal is done and I sign the paperwork.

Even if a brand-name publishing firm publishes this book, there’s no guarantee it will sell. That’s why so many authors you know and see at conferences have purchased their way onto The New York Times Best Sellers list.

(Don’t get me started.)

If none of this pans out, which is a real possibility, I can always go back into HR or publish my book through an academic publishing house or association and still get on the speaking circuit to talk about work. I’m trying to keep a healthy perspective about all this.

When I explain my situation to friends, they always offer book recommendations to soothe my anxious soul. My friend Ryan Arnold encouraged me to read The Four Agreements: A Practical Guide to Personal Freedom.

The book tells you to:

1. Be impeccable with your word

2. Don’t take things personally

3. Don’t make assumptions

4. Always do your best

I read this book while traveling and thought, wow, maybe one day someone will recommend Let’s Fix Work to someone who has reached an inflection point in her life! What a dream!

I’m no Don Miguel Ruiz — or Oprah, Tony Robbins, Rachel Hollis, Mark Manson, Dan Pink, or Jen Sincero — but none of them are me. And no one is out there talking about fixing work and addressing a broken employee experience by asking workers to fix themselves.

I’m still optimistic this book can be a big hit. Hope you’re hopeful for me, too!


Recently on the Let’s Fix Work podcast, I had the pleasure of chatting with radio personality, Ryan Arnold. He’s a longtime friend and DJ at WXRT, Chicago’s Finest Rock. He’s also the founder of Desoto and State Communications. We talked about what it’s like to have a dream job and how health insurance makes dreams possible. We also covered side hustles, entrepreneurship, and the art and act of service. What I found most fascinating and endearing about Ryan was his passion for communicating on behalf of the little guy. Through his communications company, Desoto and State Communications, Ryan helps nonprofits with their marketing and communication.

Ryan said, “There are so many not for profit organizations in the world, in Chicago especially, that serve a micro community. And those organizations, they’re doing good work. But, they’re not going to get recognized by media. They’re not going to have an article written about the Executive Director. For example, a nonprofit bringing mobile health facilities to underprivileged neighborhoods. They deserve attention.”

And Ryan is a born communicator, it’s in his DNA (as you’ll hear me say time and again in our interview together). So I was not too shocked to learn this about him.

Ryan used his knowledge of media, his knowledge and experience in advertising and marketing to serve nonprofit organizations. What started as something as simple as helping someone write a press release turned into a company. His business is thriving and he is doing important work.

So why am I sharing this with you today? Because with every conversation we hear and have, (in this podcast or in the workplace) there is something to be learned. In this case, it’s understanding that your abilities can be used to affect the world around you, in a good way. In Ryan’s case, he “helps the little guys get their fair share of the pie.”

What are you doing to make the world around you, your organization, your workplace, and also your community, better? If you’re not of service as an entrepreneur, what are you doing?

If you want to hear more of my conversation with Ryan and all about how dream jobs happen with health insurance from a smooth-talking radio personality and PR professional, then listen to this episode of Let’s Fix Work, here.


In a recent episode of Let’s Fix Work, I welcomed entrepreneur and technologist, Armen Berjikly. Armen serves as the Senior Director of Growth Strategy at Ultimate Software, where his expertise in human-computer interactions drives Ultimate’s artificial intelligence platform and direction. Through my own work, I have realized that there are many people in the workplace, in the world of Human Resources, and tech that don’t understand how Artificial Intelligence (AI) can aid us in the workforce. So I was pleased to have Armen as a guest, because in my mind he is an expert in AI.

While Armen and I touched on many facets of artificial intelligence throughout our conversation, today I want to focus on how AI can help human resources professionals make better decisions more fairly and with competence.

Let’s start with unconscious biases. Unconscious biases are social stereotypes about certain groups of people that individuals form outside their own conscious awareness. Everyone holds unconscious beliefs about various social and identity groups, and these biases stem from one’s tendency to organize social worlds by categorizing.*

Now let’s see how unconscious biases can have a role in workplace decisions. Every employee has to make decisions all day long. If we’re honest, we make them under duress, right? We have time limitations, resource limitations, information limitations. We have personal limitations. These are all situations where professionals have to make judgment under less than perfect conditions, day in and day out.

And when under pressure, as HR Professionals, we may lean on unconscious bias to help us make decisions. As Armen points out, “That doesn’t seem fair.  It doesn’t feel good, and it’s really doesn’t lead to the best workplace environment.”

These are areas where we struggle as people, but a machine does not.

A machine does not have unconscious bias.

Armen says, “What we can do with artificial intelligence is that we can help people make the decisions they need with more competence. We can help them make those decisions more fairly. We can help them make those decisions with more computer evidence behind it and we can make it personalized to their situations. That is the general AI approach, get away from judgment [and instead use AI to help aid us] to make decisions at work.”

By using artificial intelligence to help us make those decisions, we can begin to remove unconscious bias from our decision making, thus fostering a more fair and competent environment.

If you’re interested in learning more about using AI in the workforce, the reality and hope, then listen to this episode of Let’s Fix Work, here.



Disclosure: This post is sponsored National Car Rental, but all thoughts and opinions are my own.

When’s the best time to visit New Zealand? Whenever someone pays for you to come!

Back in November 2017, someone invited me to speak at a recruiting conference. As part of my compensation package, the organizers paid my airfare and travel expenses to Auckland. You can’t fly around the world without seeing a few sights, so I extended my visit for two weeks and explored the North and South Islands of New Zealand.

It’s common for business travelers to add leisure activities to business trips. It’s called “bleisure,” and according to the second annual National Car Rental State of Business Travel Survey, 90 percent of millennials have engaged in bleisure travel in the past year compared with 81 percent of Generation Xers and 80 percent of baby boomers.

Do You Bleisure?

Bleisure travel is common among millennials; however, it’s hot with business travelers of all ages. Those of us who blend business with leisure report having a higher satisfaction with our quality of life (93 percent vs. 75 percent of non-bleisure travelers) and better work/life balance (87 percent vs. 64 percent of non-bleisure travelers).

I bleisured the heck out of my trip to New Zealand!

I began in Auckland by renting a car and learning how to drive on the left-hand side of the road. I drove to Rotorua and walked through a volcanic park and soaked in hot springs that smelled like sulfur pools.

From there, I headed south to Lake Taupo, which is a gorgeous body of water with an adorable lakeside village nearby. After I watched the sunrise, I drove to a town called Napier. Decimated by an earthquake, they rebuilt it during the Art Deco era with lots of gold and ornate gilding. The whole town looks like The Great Gatsby meets Al Capone.

Millennials Bleisure More Than the Rest

Millennials lead the way in bleisure. Almost half (49 percent) of millennials say they’ve extended business travel into a leisure trip or scheduled a vacation around business travel to save on vacation costs.

I was born in 1975, which makes me a late Gen Xer, but I love the bleisure trend and try to bring my audience along on my work-related trips. While millennials are more likely to share photos of their bleisure travel experiences on social media (72 percent) compared to Gen Xers (60 percent) and baby boomers (41 percent), I’m an outlier and shared about 500 photos from that trip to New Zealand. In fact, this blog post proves I’m still bragging about my trip.

From that little Art Deco town, I caught a flight to Christchurch and kicked around the main city center for a day. An earthquake destroyed Christchurch in 2011, but there are signs of life all over that city. Because it was springtime, the roses were in bloom and the town was booming with birds and bees and tourists.

Tell Everybody About Bleisure

I left Christchurch and drove to Mt. Cook, which is the highest mountain in New Zealand. I stopped at beautiful towns like Fairlie—an Irish-looking settlement with lots of sheep and goats—and Lake Tekapo Village, which is a picturesque lakeside hamlet on the shores of stunning turquoise-colored Lake Tekapo. The sun was shining, the lupins were blooming, and the Southern Alps rose in the distance. It was a breathtaking drive.

I stayed at The Hermitage at Mt. Cook and had a baller room with a fabulous view. Not to rest on my laurels, I went on an excursion to see the Tasman Glacier. It was a bucket-list item attained. 

I was shocked to learn millennial bleisure travelers (45 percent) feel they should avoid telling others about taking time for fun or personal activities while on a business trip compared to Gen Xers (40 percent) and baby boomers (30 percent). Millennials avoid telling their bosses (46 percent) and their families (41 percent).

Life’s too short not to at least have a little fun on your business trips. After all, you can emulate healthy adult behaviors and show people the real meaning of work-life balance.

Take a Trip, Embrace Bleisure

“Sightseeing” is the single most popular leisure activity among bleisure travelers (75 percent), and that rings true for me. I left Mt. Cook and drove to Queenstown on a route that’s famous for old mining towns, rivers, and bungee jumping localities. 

From Queenstown, I went on an excursion to the Doubtful Sound. It’s in the center of New Zealand’s Fiordland National Park, and the long ride was worth the trip. It was a stunning day, not a cloud in the sky, and we saw six whales and a bunch of penguins. If you don’t think I didn’t blast that video on Instagram, you must be new around here.

Life for a road warrior can be challenging. The best way to make your work trips more exciting and entertaining? Get a little bleisure in your life and take pictures of your fun activities.

Ultimately, work-life balance comes down to choices. You might as well have a little fun if you have to travel, so channel your inner millennial and bleisure your way through your next work trip Make sure you tag me on the photos so I can see what you’re up to, too! 

You can find out more about the National Car Rental Stats of Business Travel Survey here.

Visit the website to register for the National Car Rental Emerald Club to save on your next business trip.


I’m speaking at the Watermark Conference on Friday about HR, salaries, and negotiations. I’ll be answering questions about the role of HR in the hiring process.

Here are some questions I’ll try to tackle.

Is it okay to talk to HR about compensation, benefits, and the offer process during salary negotiations? Will I be dinged by asking questions?

If you’re working with an executive or third-party recruiter, direct all your compensation questions that way. Don’t ask HR about money. Stay focused on the position, leadership, culture, and internal mobility. You want to seem like someone who’s a sure bet and interested in making a long-term contribution to the company.

If you’re working with a member of the HR team (HR Generalist, HR Business Partner, Corporate Recruiter, or Talent Acquisition Specialists), be careful when you talk about compensation. They are obsessed with culture and sometimes forget that people work for cash. Keep your questions process-oriented.

Here’s what I would ask:

• What’s the offer process like?
• What would you like to me to know about the organization’s compensation philosophy?
• Who extends an offer?
• What’s the timeline generally like?

Listen to what’s said and unsaid. Sometimes there’s a compensation philosophy, and sometimes it’s a crapshoot.

What questions are off-limits?

HR people think it’s gauche when you ask about raises and job titles during the interview process. If you want to know when you’ll be considered for a raise or a promotion, try to find out from an internal source other than HR.

How do recruiters work? Do they represent me in salary negotiations? What’s the difference between a corporate recruiter, a normal recruiter and an executive recruiter?

In general, recruiters fill jobs for companies. Executive recruiters and third-party recruiters want you to earn as much as possible, but they also know what a company is willing to pay. Follow their good advice when it comes to salary negotiations.

A corporate recruiter or talent acquisition specialist also wants you to be happy, and, if they’re any good, will offer you good counsel during the hiring process. A company that nickels and dimes you during salary negotiations is one that will always hassle you. If you get the sense that an internal employee is messing with you in any way during the hiring process, follow your gut and decline that offer. Go work somewhere else.

Are salary websites any good? Where can people find the best sources for salary information?

Salary websites are mostly garbage. Every job pays between $36,000 and $186,000 depending on the city, years of experience and your online shopping history. The best source of information comes from executive recruiters, internal recruiters and your friends who work for the company. Wonder what you should be earning but don’t have a recruiter working on your behalf? Ask Tim Sackett. Seriously, he’ll tell you. Now you have a friend and a source.

How do I know if I’m leaving money on the table? What are the signs that the company could pay more?

A company can always pay more. You’re probably still leaving something on the table because, even in a tight labor market, the power dynamics are skewed. That’s late-stage capitalism. If you don’t want a job, go try out your skills in the gig economy. Good luck to ya.

The good news is that negotiations are choices. You get to choose when to push and when to submit. Do you like the organization? Do you love the leader? Will you be surrounded by people who have your back? Do you trust that the benefits far outweigh the $2500 you might be leaving on the table?

Sometimes you have to trust the person on the other side of the table to take care of you.

What are some compensation trends in 2019?

Some companies make one offer and it’s their first, best and final offer. They are trying to eliminate bias and use survey data to determine what the job pays regardless of race, gender, age, or what you’re currently earning. What this means is that you have to be clear on what’s important to you upfront and be willing to walk away if you don’t get it.

Another trend is to extend an offer with a detailed breakdown of your total rewards package — and information on how the compensation package compares to competitors in the same industry — so candidates can see the value of their health insurance, PTO, retirement contributions combined with their monthly salary.

I’m sure there’s information that I’ve missed.

Have some advice on salary negotiations and HR? Please leave a comment and let’s help the women of Watermark make some excellent career decisions.


I’ve worked in the HR technology space since 2008, and I’ve been involved in hiring over a dozen CMOs (Chief Marketing Officers) and VPs of Marketing for some companies you know and some that are no longer in business.

CMOs have the shortest tenure in the C-suite at just over four years, according to Korn Ferry. When they arrive, there’s a lot of hoopla. They bring big ideas from the outside world and often change the brand, logo, and sometimes even the company’s name.

But almost immediately, marketing leaders get locked in political battles with key sales leaders. New CMOs try to win the favor of the CEO and board of directors instead of finding allies and, even, co-conspirators among the rank and file employees.

The currency of business is relationships, and, ultimately, CMOs get fired for not building connections. Then a new CMO arrives to repeat the cycle.

(That’s oversimplified, but not much.)

So, when I’m asked to consult on CMO searches, I do a quick premortem. How will this new CMO fail? What’s the path to success? What attributes will work against this new leader? What skills are needed to ensure a smooth transition and steady leadership?

I won’t give away the farm, but here are some things you must hire for — beyond the obvious competencies — in the HR Tech CMO role.

Likability. The single most important quality for a CMO is likability. The role, when done well, opens doors and creates cross-departmental collaboration. The best marketing leaders create fellowship and inspire trust between teams, and the CMO has the power to unite an organization behind a brand and to generate excitement with vendors, partners, and contractors. Get this wrong, and your marketing team becomes an island, and the organization doesn’t move forward. Don’t be afraid to check around and ask, “Was this individual likable? Did people enjoy working with him?”

Perceptibility. The best CMOs have spidey sense and know what’s happening in the company — and the industry — before anybody else. You’ve got to hire someone who has operational acumen but also has a strong sense of communication, culture, and art. Ask your CMO what they do when they’re not working. Do they travel? Support the arts? Volunteer? Teach? Mentor? All work and no play makes for a one-dimensional leader.

Maturity. Sometimes we use the words “seasoned” and “experienced” when we mean mature. A lot of people finally get promoted to CMO and lose their minds — they imbibe in company perqs, act like benevolent rulers, and forget that marketing departments run on the blood, sweat, and tears of assistants and coordinators. The best CMOs are emotionally regulated, understand the priorities of the organization, and know that they’ll be rewarded if the company meets its goals and objectives. You can screen for maturity by asking your candidate to reflect on the notion of power. What are their priorities and core values? What matters most to them in a leader?

Prior Experience with HCM. In the world of HR, we often hire business leaders with no previous experience and ask them to swoop in and fix it. (My friend Kris Dunn writes extensively about this phenomenon.) While most CMOs have prior marketing experience, I believe marketing leaders in the world of HR must have previous HCM experience. Even if it’s just a stint during the early part of their career, it’s vital for marketing leaders to understand the industry and love the technology to some extent before trying to convert eyeballs to users. If you can’t find someone in the HCM industry for your CMO role, ask yourself — am I working with the right executive recruiter?

Tenacity. Finally, your CMO must be tenacious and outwork everybody else in the marketing department. It’s always nice to have staff. How you keep your team happy and engaged is by showing them that we’re all in this together. It’s not about working 100 hours a week or being on email at weird hours; it’s about digging into the real work, being a part of everyday conversations, and being gracious enough to take on tasks that should really be done by a junior member of your team in order to facilitate better work-life balance. A tenacious CMO models good behavior for the marketing department but also raises the game for other leaders in the organization, too.

Those are my thoughts on how to hire a successful CMO who lasts longer than four years. Have you hired marketing leaders? Do you have some expertise in this area? Leave a comment and let me know what resonates — and what I’ve missed — in this blog post.

I’m about to help out on another search, and I’m trying to be useful to my clients!


Most professionals don’t go into a leadership position thinking about the ways in which they can kill their new career. But what if you knew beforehand the skills needed to be a successful leader, ones that could potentially help you avoid a “crash and burn” career? Well, that’s exactly what Martin Moore, founder and CEO of Your CEO Mentor, and I discussed in a recent episode of Let’s Fix Work. In this blog post, I want to share two common misconceptions made by leaders.

Misconception #1: Communicating Effectively
When it comes to communicating as a leader, Martin says it’s important to realize that being able to talk is not the only skill needed. He says, “It’s about listening and understanding the people that you’re talking to. And, you need to have the ability to get the most out of your people by having the leadership dialogue that brings out their best.”

Communication is a two-way street and is also more complex than the word implies. The most effective leaders have the ability to listen, understand, and empathize with their team members.

Misconception #2: Building a High Performing Team
Building a high performing team is a lot harder than it sounds, according to Martin. He goes on to say that many leaders say they have built a high performing team, but when you quiz them on it, they don’t really know what that means.

So what does it mean to have a high quality team? Credentials on a resume, work experience, and awards or recognition does not solely make a high quality team. In fact, you can still have amazing talent on your team. But Martin says, “It boils down to people being happy, getting on well together, AND actually delivering the outcomes that’s required of them by the organization.”

Knowledge is power, right? I believe understanding leadership misconceptions is paramount to your success as a leader. To learn is to grow and by growing, you open the doors to becoming the best leader you can be. And I ask you, if you’re not learning or growing, what are you doing?

If you’re looking to improve your leadership skills and want to hear from a man who knows a thing or two about leadership (and has a killer Australian accent), then head over here to listen to this episode of Let’s Fix Work.


Whenever I come across news reporting on gun violence and mass shootings, which is almost daily, I remind myself what’s happening in our country is not normal.

Gun violence, which is often linked to domestic violence, is terrorism. And terrorism is happening more frequently at work.

Last week, the worst happened. A gunman shot five people in Aurora, IL. Their names are:

Clayton Parks, HR Manager
Trevor Wehner, HR Intern and Student at Northern Illinois University
Russell Beyer, Mold Operator & Union Representative
Vicente Juarez, Forklift operator
Josh Pinkard, Plant Manager

The shooting is the latest in a very long string of attacks by men who are disturbed, agitated, and take out their anger and aggression on colleagues. The individual in Aurora? Shocking nobody, he’s a convicted felon with a history of violence against women.

The GoFund Me for the victims of the Aurora shooting can be found here.

Right now, America’s largest HR association is engaged in a dialogue about how to help convicted felons find work after they are released from prison. It’s called “Getting Talent Back to Work.”

Getting Talent Back to Work is a national pledge open to all organizations that was signed even before the formal announcement by the U.S. Chamber of Commerce, the National Restaurant Association, the National Retail Federation, the American Staffing Association, SHRM, Koch Industries, Dave’s Killer Bread Foundation and more. Organizations are pledging to give opportunities to qualified people with a criminal background, deserving of a second chance, which creates successful outcomes for employers, all employees, customers and communities. Ninety-five percent of people in prison will be released—that’s more than 650,000 people every year. As they re-enter society, people with criminal backgrounds are deprived of employment opportunities and organizations are deprived of qualified talent, creating harmful consequences for millions of people.  

The argument goes that, once our neighbors and family members people have paid their debt to society, we should make it easier for them to find jobs and return to normal lives. SHRM believes that HR can be a positive force for change and help these men and women contribute to society.

I’m supportive of this initiative, but there’s more work to do.

While it makes sense for HR professionals to be recruiting advocates — and former criminals are an untapped talent pool — we should also be advocates for colleagues who are victims of domestic violence. We should push for better funding for mental health programs. And we should fight for commonsense gun reform to protect our employees from localized forms of terror, too.

Those three things alone would be game-changing for every American worker and might make a lot of people feel better about working alongside convicted felons.

So, tonight I’m going to say a prayer for the families in Aurora and also pray for SHRM to use its sizable lobbying powers and financial coffers to tackle the problem of criminal justice reform and physical and psychological safety at work.

That’s what HR should be all about.


Today is Carnival of HR Day, a splendid celebration of writers and thinkers who create fabulous HR content.

This year, blog submissions were down. So, instead of waiting for people to send links, I’ve gone into the community and pulled some of the best articles I’ve read.

That’s right. I still read HR blog posts. Do you?

Sarah Morgan kicks off the carnival with a post about race, dialogue, and debates.

Doug Shaw wants to know where good ideas come from?

Mollie Lombardi is writing about real-time pay visibility and other lessons from the US federal shutdown.

Kris Dunn writes about regrettable career decisions, bold career moves, and criticism.

Katie Augsburger offers five HR mind-shifts we all need to make.

Dorothy Dalton thinks it’s time to KonMari your career.

Mary Faulkner walks us through her HR career journey.

Lars Schmidt tells us how a CHRO should plan their first 100 days.

Tim Gardner writes about how he could’ve done more in his career to stop discrimination.

Kate Bischoff is doing what she does best and writing about harassment with an eye towards how we manage grief.

Kate is also doing double-duty on the Ultimate Software blog and writing about whistleblowers.

Don MacPherson describes the future of energy in America by interviewing an expert named Lauren Azar.

Joey C. Price interviews Esther Weinberg and asks, “Why is dignity such an important aspect of the workplace? Is lack of dignity an unintentional occurrence?”

Fabulous blogger Sabrina Baker writes about stepping into a new HR role.

Prasad Kurian writes about OD Managers and the unconscious of the organization.

Tim Sackett is big enough to write about himself in the third person and ask, “What Does Tim Sackett Do?”

Kathy Rapp wants to know if money buys happiness?

Robin Schooling tells us about her work-life balance challenges and managing the care of her aging mother.

Wendy Berry gives us an overview of her 2018.

Tracie Sponenberg asks, “HR is changing. Are you?”

Brad Galin writes a motivational post about not giving up.

Wally Bock wrote a review of Cal Newport’s new book called “Digital Minimalism: Choosing A Focused Life in A Noisy World.”

Melissa Fairman wants you to save your sanity this time of year.

Steve Browne is writing about people, people, people, and HR.

Tamara Rasberry also has a fabulous 2018 year in review.

Mike Haberman wants to know if a new minimum wage should come with an education?

Renée Robson writes that your organization is drifting and you have no idea.

HR Jazzy says that black blogs matter — Y’all Want to Play?

John Sumser is writing about security and the HR center of excellence.

Jane Watson would like to help you understand toxic cultures.

Red Branch Media wants to tell you which social media platforms work best for your company.

Ben Eubanks celebrates the 50th episode of his podcast.

Wendy Dailey talks to Aiko Bethea about #HRUprise and the conversation about HR, women, the LGBTQ+ community and other topics that will fascinate you.

Jonathan Segal is writing about Valentine’s Day and kindness.

Here’s what Katrina Kibben learned by writing 60 job posts in 60 days.

John Baldino is writing about choosing happiness, excellence, and intentionality.

HR Bartender writes about the next challenge in the workforce—loneliness.

Dan Miller at Globoforce writes about storytelling, the Grammy’s and Michelle Obama.

Claire Petrie also revisits 2018.

Dave Ryan writes about ageism and being a white guy.

Ginny Engholm writes that the future of content marketing is female.

Carlos Escobar helps us to be more patient, say thank you, and contribute a little more to the world.

Achievers submitted an interview with Lauren Brittingham of BayHealth Medical Center.

William Tincup shares the top 25 reasons the HCM industry wants Workday to implode.

Paul Hebert believes that ageism is real and it’s your fault.

Madeline Laurano gives us a look ahead at talent acquisition.

The Recruiting Animal interviews Robert Smith, not from The Cure.

The folks at Limeade want you to know why they love Tim Gunn. Spoiler alert: he’s keynoting their conference.

Jeanette Bronée wants you to create remarkable relationships.

Yvonne LaRose writes about OD and Title VII Consulting.

Greg Poulin gives us an article about HR and benefits trends for 2019.

Nicole Roberts wants to motivate us and tells us to do it, anyway.

Ryan Estis shares the traits of mindful leaders.

Neil Morrison leaves us with this thought: we need to embrace the truths that hurt.

Like what you read? Want to read more? Check out the Carnival of HR twitter account and write something interesting for next month’s edition!

1 2 3 4 5 85  Scroll to top