The HR Evolution: Speak Strategy And Drive Results

HR professionals—this is not just our time, it’s our transformation. The world of work has fundamentally shifted. Technology is moving fast, employee expectations are even faster, and organizations need strategic people leadership more than ever before. But being strategic isn’t about adding more to our plates—it’s about changing how we think, lead, and influence business outcomes.

From Reactive to Purpose-Driven Leadership
Strategic HR is future-focused. It’s about developing and implementing initiatives that align with long-term business objectives while solving today’s challenges. This requires moving beyond day-to-day administration to thinking bigger: designing the employee experience, forecasting talent needs and driving outcomes through culture and capability.

We’re not here to take orders. We’re here to architect culture, optimize people strategy, and co-lead the business.

The Gap Between Potential and Action
Let’s ground this in some real data: Only 29% of CHROs say they’re empowered to operate as strategic leaders—yet 89% of CEOs say HR should be a key driver of long-term growth. That disconnect isn’t just a statistic; it’s a signal to act. (1)

To move forward, we need to start asking better questions and using our influence intentionally.

Benefits of Strategic HR Planning
Strategic HR leaders help organizations:
• Anticipate and avoid costly disruptions
• Align talent decisions with business priorities
• Boost productivity and drive engagement
• Keep training, development, and compensation aligned with real-world demands
• Create workforce strategies that attract, retain, and develop the right people

But to do this well, we must move from “what do we need to fix now” to “where are we going, and how can we shape that future?”

The Questions That Change Everything

Every strategic plan starts by asking:
• Where are we now?
• Where do we want to be?
• How do we get there?
• How will we know we’re making progress?

If your HR initiatives don’t answer these questions—or better yet, anticipate them—you’re missing opportunities to lead in meaningful ways.

The Mindset Shift HR Needs

HR doesn’t just manage change—we catalyze it. To lead from the inside out, we must:
• Understand the business: Know how finance, sales, operations, and IT connect.
• Practice systems thinking: Recognize the long-term ripple effects of workforce decisions.
• Make data meaningful: Move beyond basic metrics to insight-rich, actionable analysis.
• Connect dots others miss: Use design thinking to reimagine policies and processes based on how they actually feel to employees.

Execution is Everything

Even the best strategic plan falls flat without solid execution. That means:
• Clear goals that align with the business
• Leaders at all levels who know their role in achieving them
• Strong, adaptive systems to support implementation
• Regular check-ins to monitor progress and pivot when needed

According to SHRM, HR professionals who engage in strategic planning are more likely to:
• Achieve greater alignment with business outcomes
• Navigate change successfully
• Proactively address workforce trends like retirement, DEI, and work/life balance

This Is the Work That Moves the Needle

Strategic HR isn’t about working harder—it’s about working smarter and braver. It’s about:
✅ Freeing yourself from low-impact work – Ask: Does this contribute to our business goals or improve employee experience? If not—delegate it, automate it, or stop doing it.
✅ Thinking (and speaking) like a business leader – Tie every initiative to a business outcome. Talent retention? Productivity? Innovation? Make the connection clear.
✅ Using the right data at the right time – Move beyond surface metrics. Show how your work influences engagement, performance, and retention—and what that means for the organization.
✅ Building business cases grounded in outcomes – Whether it’s a new benefit program or a tech investment, ensure your case is aligned with organizational priorities.
✅ Challenging the status quo – Even if it means questioning long-held assumptions (yes, even the CEO’s). Strategic HR requires bold, honest dialogue.
✅ Collaborating across the organization – Create cross-functional relationships and use them to build buy-in, gather better data, and design more effective initiatives.
✅ Designing better employee (human) experiences – Use design thinking to map out the reality of how people experience work—and reimagine it with empathy and purpose.
✅ Crafting workforce strategies that sustain growth – Align talent planning with the bigger picture. Strategic HR isn’t a department—it’s a lens through which success is built.

We’re not an afterthought in strategy—we’re the bridge between business goals and human impact.

Let’s stop asking for permission and start acting like the strategic leaders we already are.
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Article inspired by SHRM’s guide on practicing strategic HR and insights from Betterworks and Accenture on the future of HR leadership.

(1) The CHRO as a Growth Executive by Accenture, 2023, https://www.accenture.com/content/dam/accenture/final/capabilities/strategy-and-consulting/talent-and-organization/document/Accenture-CHRO-Growth-Executive.pdf

Gone Before Day One

Client: We keep losing employees before we even finish training them. It’s frustrating to invest time and resources into hiring, only to have them leave so quickly. Why is this happening, and how do we stop it?

Consultant: That’s a costly and frustrating problem. When employees leave early, it’s often a sign that expectations weren’t aligned, onboarding wasn’t engaging, or they didn’t feel connected quickly enough. The good news is there are ways to fix this.

Client: Okay, but how do I figure out what’s driving them away?

Consultant: Start by gathering feedback. Exit interviews are helpful, and they only capture people after they’ve decided to leave. Instead, try stay interviews—quick check-ins with new hires during their first 7,14, 30, 60, and 90 days.

You might say:
“We want to make sure your experience here matches what you expected. How’s it going so far? Are there any surprises—good or bad?”

This helps you spot concerns before they turn into resignations.

Client: What if they say they just found a ‘better opportunity’?

Consultant: That usually means one of two things: they weren’t fully committed to this job in the first place, or they didn’t see enough long-term potential to stay.

You could respond with:
“I appreciate your honesty. When you accepted this job, what did you hope it would offer that maybe wasn’t there?”

Their answer might reveal gaps in pay, workload, culture, or career growth that you can address for future hires.

Client: I don’t have time to hold everyone’s hand. What can I do to keep people engaged early on?

Consultant: The first few weeks set the tone. If employees feel lost, disconnected, or unsure about their decision, they’ll leave. Strengthening your onboarding process can help. We aren’t saying “hold their hand” we are staying it’s a two way street and you have to be as engaged as you want them to be.

Try these strategies:
✔ Assign a buddy or mentor for the first 90 days
✔ Make sure expectations are clear and achievable
✔ Check in regularly with a simple, “How’s training going?”

A small investment in early engagement prevents much bigger losses later.

Client: What if they’re leaving because they feel overwhelmed?

Consultant: That’s a red flag that training may not be paced well. If employees feel like they’re drinking from a fire hose, they may assume they’ll never catch up and leave before they fall behind.

You could say:
“I want to make sure our training process sets you up for success. Does the pace feel manageable, or is there anything we can adjust?”

If multiple employees feel overwhelmed, it may be time to adjust the training timeline.

Client: What about pay? Could that be the issue?

Consultant: Compensation absolutely plays a role, especially if employees leave for better pay elsewhere. If you’re seeing consistent early turnover, a pay comparison may be necessary.

You might ask:
“Did compensation factor into your decision to leave? If so, what would have made this role more competitive?”

This helps you determine if pay is a deal-breaker or if other factors are playing a bigger role.

Client: So, the key is to get feedback early, make onboarding engaging, and ensure pay is competitive?

Consultant: Exactly. Employees need to feel confident that they made the right choice. A strong first impression, clear expectations, and a supportive training experience can make all the difference.

And if you need help refining your onboarding strategy or competitive pay analysis, we’re here to support you.

Hoppy Easter 2025

Easter is a holiday filled with joy, renewal, and plenty of pastel-colored fun! Whether you’re gathering for a sunrise service, hunting for eggs, or indulging in chocolate bunnies, Easter 2025 is a time to reflect on hope, tradition, and togetherness. Let’s explore the two sides of this springtime celebration—the deep religious meaning of Easter and the whimsical traditions that have made the holiday a family favorite for generations.

The Religious Significance of Easter
For Christians around the world, Easter Sunday marks the resurrection of Jesus Christ, the cornerstone of the Christian faith. According to the Bible, after Jesus was crucified on Good Friday, he rose from the dead three days later, signifying victory over sin and death. Easter represents hope, renewal, and the promise of new life.

Many churches hold sunrise services, symbolizing the empty tomb discovered early in the morning by Mary Magdalene. The Easter Lily, with its pure white petals, is often displayed as a symbol of resurrection and purity.
In many traditions, Lent, a 40-day period of fasting and reflection, leads up to Easter Sunday. Holy Week, which includes Palm Sunday, Maundy Thursday, and Good Friday, commemorates Jesus’ journey to the cross and his sacrifice for humanity.

The Fun & Fuzzy Side: The Easter Bunny & Egg Hunts
Of course, Easter also brings with it some delightful traditions that have roots in history and folklore!

Why an Easter Bunny?
The Easter Bunny has German origins, dating back to the 1600s. In German folklore, an egg-laying hare called “Osterhase” would visit children and hide eggs for them to find. When German immigrants brought this tradition to America, it evolved into the Easter Bunny we know today, hopping into homes with treats and colorful eggs!

The Meaning Behind Easter Eggs
Eggs have long been a symbol of new life and rebirth, making them a perfect fit for Easter’s theme of renewal. Early Christians adopted the egg as a representation of Jesus’ resurrection, with the shell symbolizing the sealed tomb and cracking it open representing His victory over death.

Coloring eggs dates back centuries, with different cultures using natural dyes from onions, beets, and flowers. Today, we have vibrant Easter egg hunts, chocolate eggs, and even golden prize eggs to add to the fun!

It wouldn’t be Easter without a little (or a lot) of sweet treats. Did you know?

  • The largest Easter egg hunt ever recorded had over 500,000 eggs hidden!
  • 90 million chocolate bunnies are sold each year in the U.S. alone.
  • Over 1.5 billion marshmallow Peeps are consumed during the Easter season!
  • Jelly beans became an Easter tradition in the 1930s and remain a fan favorite—especially red and pink ones!

No matter how you celebrate, Easter is a reminder of renewal, love, and new beginnings. May your day be filled with faith, fun, and plenty of chocolate!

One Step Forward, Two Steps Back

Client: I have an employee who improves after coaching in one area, but then another part of their job starts slipping. It feels like I’m playing whack-a-mole with their performance. How do I help them sustain progress across all responsibilities?

Consultant: That’s a common challenge. Some employees focus so much on improving one skill that they unintentionally neglect other areas. The goal is to build consistency so progress doesn’t come at the expense of other responsibilities.

Client: Okay, but how do I address it without discouraging them?

Consultant: Acknowledge the progress they’ve made and reinforce that improvement is a process, not a one-time fix.

Try this:
“I appreciate the effort you’ve put into improving [specific area]. I’ve also noticed that as this has improved, [another area] seems to be slipping. Let’s figure out how to balance both so you can continue growing without losing ground elsewhere.”

This keeps the conversation supportive while setting the expectation that all areas need attention.

Client: What if they say they’re overwhelmed?

Consultant: That’s important to explore. If they feel stretched too thin, it may be a sign they need better time management or prioritization skills.

You might say:
“I hear that this feels like a lot, and I want to help you succeed. Let’s look at how you’re managing your workload and see if we can find ways to make it more sustainable.”

If necessary, work together to identify where they might need additional support or better structure in their workflow.

Client: Should I set up another performance improvement plan?

Consultant: Not necessarily. If they’re making progress, another formal plan might not be needed. Instead, consider shorter, structured check-ins to reinforce accountability.

You could say:
“Let’s set up brief check-ins over the next few weeks to track progress in all areas. I want to make sure we’re keeping the improvements going while also maintaining other key responsibilities.”

This approach provides ongoing guidance without making it feel like they’re in trouble.

Client: What if they start slipping again after those check-ins end?

Consultant: If the pattern continues, it may indicate a deeper issue with job fit, skill gaps, or ability to self-manage. At that point, a more structured development plan may be necessary.

Try this:
“We’ve worked on sustaining improvement in multiple areas, and I’m still seeing inconsistencies. Let’s revisit what’s working and where the challenges are so we can put a more structured plan in place.”

This shifts the conversation from correction to problem-solving.

Client: So the key is to reinforce balance, check in consistently, and adjust as needed?

Consultant: Exactly. Coaching isn’t about fixing one issue at a time—it’s about building lasting habits that lead to well-rounded success. A structured, supportive approach will help them sustain improvements without letting other responsibilities slide.

And if you ever need help fine-tuning your coaching approach, we’re here to support you.

Pajamas and Paychecks: Conquering The Workday In Fuzzy Slippers

Mark your calendars, set your alarms (or snooze them), and prepare to roll out of bed straight into professionalism—April 16, 2025, is National Wear Your PJs to Work Day! That’s right, it’s the one day of the year when you can swap your stiff dress pants for cloud-soft flannel and no one (well, almost no one) will judge you.

Now, before you start drafting an email to HR about “proper workplace attire,” let’s break this down.

Why This Day Exists (And Why We Should All Embrace It)
Originally intended to give post-tax season accountants a break from their suit-and-tie shackles, Wear Your PJs to Work Day has become a movement. A revolution. A battle cry for those who have always suspected they do their best work in penguin-print pajama pants.
And honestly? It makes sense. Studies (probably) show that employees perform better when they aren’t constantly adjusting an itchy blazer or worrying about whether their belt is too tight after lunch.

The Do’s and Don’ts of PJ Workwear
Before you waltz into your office in a full-blown onesie, let’s establish some ground rules:

✅Do wear comfy yet appropriate pajamas. Think joggers, matching pajama sets, or those bougie silk ensembles that make you feel like a movie star.
❌ Don’t wear the raggedy t-shirt from 2006 that’s seen things from your high school or college party days.
✅ Do accessorize with cozy socks, a tasteful robe, or even a sleep mask as a headband for dramatic effect.
❌ Don’t show up in anything that could double as “beachwear” or “what I accidentally wore to answer the door that one time.”
✅ Do own it. Confidence is key when explaining to your boss why your Snoopy slippers enhance productivity.

PJ Workday Perks:

The Unofficial Benefits Package
1. Comfy Clothes = Peak Efficiency – Without the distraction of stiff collars and pinching shoes, you’ll be free to focus on, you know, actual work.

2. Stronger Office Camaraderie – Nothing builds team spirit like a group of professionals holding a strategy meeting in matching plaid pajama pants.

3. The Ultimate Test of Company Culture – If your workplace embraces this day, you know you’ve found a good one. If they don’t… well, maybe it’s time to reconsider your career path.

For Remote Workers: No Change Necessary
If you’re already working from home, congratulations—you’ve been preparing for this holiday all year. The only real adjustment you might need is actually turning on your camera for once.

A Future of Pajama Productivity?
While Wear Your PJs to Work Day is officially only one day, maybe—just maybe—it’s the start of something bigger. A world where “business casual” finally recognizes the beauty of a well-fitted loungewear set.

So, on April 16th, embrace the coziness. Celebrate the absurdity. And for once, don’t stress about what to wear to work—just grab whatever’s on top of your laundry pile (as long as it’s clean…ish).

Now, if you’ll excuse me, I have some very important nap—I mean, strategy—planning to do.

The Belonging Movement: Leadership’s Next Frontier

While the fundamental value of workplace diversity is well established, the landscape of how diversity drives organizational success continues to evolve. Right now, this concept is under fire in more ways than one. The next step in managing diversity isn’t just about hitting diversity numbers. It’s about building workplaces that can adjust and make the most of their diverse teams depending on the situation—while still treating everyone fairly and with respect. To succeed, organizations need to move past old ideas and start using new research and smarter ways of putting diversity and inclusion into practice.

Recent neuroscience research has revealed that cognitive diversity—the variation in how people process information and approach challenges—may be even more impactful than demographic diversity alone. A 2023 study in Organizational Behavior and Human Decision Processes found that teams with high cognitive diversity solved complex problems 45% faster than homogeneous teams, even when demographic profiles were similar (1).
Rather than focusing solely on traditional diversity metrics, leading organizations are now mapping cognitive diversity across teams. Tools like the Cognitive Process Profile (CPP) help identify thinking style distributions and potential blind spots in decision-making processes.

As organizations deepen their understanding of diversity, the focus has shifted from external representation to internal transformation. It’s no longer enough to track who is in the room; leaders must consider how individuals experience being in the room. And that starts with the environment leaders create. This is where the conversation moves from metrics to meaning, and from surface-level inclusion to a deep sense of belonging.

Belonging and employee engagement are key results of diversity, equity, and inclusion (DEI) strategies. Even though some leaders might be reluctant to talk about DEI, the proven outcomes will ensure that DEI will remain a priority—regardless of what it’s called. All business leaders can agree that they want their employees to feel comfortable and productive at work.

Organizations thrive when belonging is fostered and suffer when it’s absent. According to Great Place To Work, belonging in the workplace is “an employee’s sense that their uniqueness is accepted and even treasured by their organization and colleagues. [It] is an accumulation of day-to-day experiences that enables a person to feel safe and bring their full, unique self to work.”

Belonging starts with leadership—leaders doing inner work, showing up authentically, and modeling behaviors that build trust, inclusion, and psychological safety. It’s time to challenge leadership and HR to move beyond buzzwords and create workplaces where people truly feel seen, heard, and valued for their contributions.

Belonging Is Strategic, Not Just Cultural
A sense of belonging is directly tied to employee performance. In fact, employees who feel they belong are 75% more likely to thrive in their roles (2). For belonging to truly matter, it must be measured and woven into leadership evaluations—not just referenced in vision statements. HR leaders must highlight those who model inclusive behaviors, and offer coaching to those who don’t. A useful reflective question is: Would people choose to work for this leader again?

The Inner Work of Leadership
The journey begins with leaders being willing to put aside the need to appear perfect and instead engage in introspection. Understanding personal narratives around success, failure, and self-worth is not a “soft” skill—it’s a strategic imperative. When leaders do this inner work, they show up with greater clarity, compassion, and courage. While HR is well-known for supplying toolkits and training resources, the next step is to go deeper—asking the questions that prompt self-reflection, not just handing out materials.

The Human Side of Work
Employees want to be seen and treated as individuals. They aren’t asking for grand gestures, but rather consistent, daily acts of care. Empathy, feedback, praise, time, and trust—these are the true currencies of employee engagement. HR must reinforce that care and connection are not optional extras but leadership essentials.

HR’s Role in Accountability and Change
HR has the responsibility to act as cultural liberators, not simply enforcers. Belonging is not what’s printed on posters or walls—it’s what’s felt in the halls or in the small moments on a Zoom call. That’s why HR must audit culture for harm, not just performance. These audits need to happen especially at the frontline level, where culture is most lived. Thoughtful, revealing questions like “What did you appreciate about your last manager?” and “What didn’t work?” can surface valuable insights.

The Cost of Inauthenticity
Employees often feel the pressure to “cover” parts of themselves to fit in. This quiet conformity reduces trust, creativity, and overall engagement. Even worse, when organizations post values they don’t actively live, it breeds mistrust. Buzzwords like “we all belong here” can easily become camouflage for inaction if not backed by consistent behaviors.

Building True Belonging
True belonging means making room for nuance, discomfort, and even disagreement. It means creating intentional spaces for values-based dialogue—where employees don’t need to agree on everything to feel like they belong. Belonging is not achieved through slogans but through action. Expectations must be clarified and values must be embodied—not just written in handbooks but lived daily. Leading organizations are now going beyond basic psychological safety training to use “safety mapping,” identifying the specific emotional needs of different employee groups and designing solutions that truly support them.

We ALL Have a Call to Action
Now more than ever, HR must raise the bar for leaders and hold them accountable. Ask bold questions—like “If your workplace disappeared tomorrow, would anyone miss it?” Belonging is not about fitting in—it’s about making space for everyone to thrive. This work goes beyond leadership development or culture—it’s a movement. A meaningful one.
The message is clear: belonging starts with leadership at the top. It’s time to rethink how we define diversity and inclusion at work. This movement calls for courage, intention, and sustained action—not just words on a wall. HR professionals have the power and responsibility to lead this change—and in doing so, to help build the kinds of workplaces where people don’t just survive, but truly thrive.

(1), (2): Louis Carter, Best Practices Institute; Most Loved Workplaces 2024 

Passover: A Time For Reflection, Freedom, And Matzo!

As spring rolls in, so does a meaningful and widely celebrated holiday—Passover (April 12th-20th, 2025). For those observing, Passover is an eight-day festival filled with rich traditions, historical significance, and, of course, matzo! Whether you celebrate or simply want to be a supportive and inclusive colleague, here’s how you can acknowledge Passover in the workplace with respect and a touch of fun.

What is Passover? A Quick Refresher
Passover, or Pesach, commemorates the exodus of the Israelites from Egypt and their journey to freedom. The holiday begins with a Seder (a ritual meal) that includes symbolic foods, storytelling, and traditions that date back thousands of years. It’s a time of reflection, family gatherings, and dietary adjustments—goodbye leavened bread, hello matzo!

Fun Passover Facts to Share with Your Team

– Matzo, Matzo, Everywhere – During Passover, observant individuals avoid eating leavened bread and instead eat matzo, a flat, cracker-like bread. The reason? It symbolizes the Israelites’ hurried escape from Egypt, leaving no time for bread to rise.

– Four Cups, Four Questions – At the Seder, participants drink four cups of wine (or grape juice) and ask four traditional questions about why this night is different from all others. Spoiler alert: It’s all about freedom and gratitude!

– A Game for All Ages – Many families hide a piece of matzo called the Afikomen, and children search for it after the meal. The lucky finder gets a small prize—like an ancient version of a scavenger hunt!

– Passover Lasts 7 or 8 Days – The length of Passover depends on tradition: in Israel, it’s seven days, while many outside of Israel observe for eight. Either way, the first two nights are the most ritual-heavy.

– Elijah’s Cup – A special cup of wine is left on the table for the prophet Elijah, who, according to tradition, will arrive as a harbinger of peace and redemption.

How to Support and Acknowledge Passover at Work

Being an inclusive workplace means recognizing and celebrating diverse traditions. Here’s how you can acknowledge Passover with thoughtfulness and respect:

  • Wish Colleagues a Happy Passover – A simple “Happy Passover!” or “Chag Pesach Sameach!” (pronounced KHAG PAY-sakh sah-MAY-akh) goes a long way.
  • Consider Dietary Needs – If your workplace provides meals or snacks, offering Passover-friendly options (like fruit, veggies, or even a box of matzo) can be a kind and inclusive gesture.
  • Be Mindful of Observances – Some employees may take time off for the first or last days of Passover, as these are considered holidays of rest. Others may refrain from eating certain foods or may avoid work-related gatherings that involve meals with non-Passover foods.
  • Educate and Engage – If your team enjoys learning about different traditions, consider hosting a short Lunch & Learn about Passover customs or inviting a colleague to share their experiences.
  • Respect the “No Bread” Rule – It’s not necessary for everyone to follow Passover dietary laws, but being aware of them can be a sign of respect. You don’t have to ditch your sandwich; a little understanding goes a long way.

Passover is all about celebrating freedom, renewal, and resilience—values that resonate far beyond the holiday itself. Taking a moment to recognize Passover in the workplace isn’t just a kind gesture; it fosters a culture of respect, inclusion, and camaraderie.

So, whether you’re diving into a piece of matzo or simply offering a warm greeting, embracing the spirit of Passover is a meaningful way to celebrate diversity at work. Chag Pesach Sameach!

From Tension To Teamwork

Client: I have two employees who aren’t getting along, and it’s starting to affect the rest of the team. They’re not openly fighting, but there’s clear tension, and it’s making collaboration difficult. How do I handle this before it gets worse?

Consultant: Addressing this early is a smart move. Unresolved conflicts can spread quickly and impact productivity. The key is to understand the root cause, guide a productive conversation, and set clear expectations for professionalism.

Client: Okay, do I meet with them separately or together?

Consultant: Start with individual conversations. Speaking with each person one-on-one allows you to gather perspectives without putting them on the defensive. Keep the conversation neutral and focused on solutions.

Try this:
“I’ve noticed some tension between you and [other employee]. I want to understand what’s going on and work toward a solution that improves the working relationship.”

This approach creates a safe space for them to share while keeping the focus on resolving the issue.

Client: What if one of them just blames the other?

Consultant: It’s common for people to focus on what the other person is doing wrong. Redirect the conversation toward actions they can take to improve the situation.

You could say:
“I hear that you’re frustrated, and I appreciate your honesty. Let’s focus on what’s within your control—what can you do differently to improve communication and collaboration?”

This helps shift their mindset from blame to accountability.

Client: Once I talk to them separately, then what?

Consultant: If both individuals are open to resolution, schedule a meeting with them together. Set ground rules before the discussion begins:
✔ Keep it professional
✔ Focus on solutions, not blame
✔ Listen to understand, not just to respond

Start with a neutral statement:
“I want us to find a way to work through this so the team can function effectively. Let’s talk about how we can improve communication and collaboration moving forward.”

Framing it this way keeps the conversation productive.

Client: What if they refuse to work together?

Consultant: Unless there’s a serious policy violation or harassment involved, working together is an expectation. They don’t have to be close friends, and professionalism is non-negotiable.

You could say:
“I understand this may not be easy, and I’m not asking for friendship. I do expect professional collaboration. Let’s start with one small action that can help improve teamwork.”

Starting with a small step can make the process feel manageable and less overwhelming.

Client: What if they agree in the meeting, but nothing changes?

Consultant: Follow-through is essential. After the conversation, check in with both employees to reinforce expectations and track progress.

You might say:
“We discussed ways to improve teamwork, and I expect to see changes. I’ll follow up in [timeframe] to ensure progress and provide any needed support.”

If the conflict continues and affects performance, it may require formal intervention.

Client: This is really helpful. So, the key is to listen first, focus on solutions, and follow up?

Consultant: Exactly. Conflict happens in every workplace, and the goal isn’t to eliminate disagreements but to ensure they’re handled professionally. Clear communication and accountability will help your team move forward.

And if you need guidance on structuring these conversations, we are here to help.

HR Then And Now: 40 Years Of Change

Change is inevitable, and in the world of human resources, change is constant. What worked 40 years ago might be completely irrelevant today. Policies have evolved, workplaces have transformed, and the expectations of employees have shifted dramatically.

Yet, through all these changes, one thing remains true: HR is at the heart of every successful organization.

As we continue celebrating 40 years of HR Answers, we’re taking a trip down memory lane—looking back at where HR started, how it has evolved, and what today’s HR professionals can learn from the past.

HR in the 1980s: When It Was All “Personnel”

If you worked in HR (or, as it was commonly called, Personnel) in the 1980s, your job looked very different from what it does today.

  • Paper was king. Resumes were mailed or faxed. Employee records lived in filing cabinets, and policies were printed in thick, three-ring binders.
  • HR was administrative. Most HR departments focused on processing payroll, enforcing rules, and managing benefits. HR was rarely seen as a strategic function.
  • Compliance was growing. The 1970s and 1980s brought major employment laws (like the expansion of EEO protections), and HR teams were tasked with keeping organizations out of legal trouble.

Back then, HR professionals weren’t talking about employee experience, DEI (diversity, equity, and inclusion), or remote work. The idea of HR as a strategic partner was still in its infancy.

HR in the 1990s & 2000s: The Shift Begins

The 1990s and early 2000s saw the beginning of HR’s transformation. As technology advanced and organizations became more people-focused, HR started moving beyond administration.

  • HR Tech Arrived: The first HR software systems appeared, making it easier to track employee data and automate tasks like payroll and performance reviews.
  • The Strategic HR Movement: Organizations began realizing that HR wasn’t just about policies—it was about people and organization success. The term “Human Resources” became the norm, replacing “Personnel.”
  • A Focus on Workplace Culture: Companies started talking about engagement, work-life balance, and retention strategies. The best workplaces weren’t just following the rules—they were investing in their people.

As HR gained strategic importance, old habits died hard. Many companies still saw HR as a back-office function rather than a driver of organization results.

HR Today: An Organization-Critical Function

Fast forward to today, and HR has completely transformed. The job is faster, more complex, and more impactful than ever.

  • Technology is everywhere. AI-driven recruiting, HR analytics, and cloud-based employee management systems have changed the way we work.
  • HR is now a strategic partner. Modern HR professionals aren’t just enforcing rules—they’re helping organizations grow, shaping culture, and advising leaders.
  • Diversity, equity, and inclusion (DEI) matter. Organizations are focusing on creating workplaces that are equitable, inclusive, and diverse.
  • Workplace flexibility is expected. The rise of remote and hybrid work has forced companies to rethink traditional office models.

Today’s HR professionals need to be data-savvy, people-focused, and adaptable. The skills that made HR professionals successful 40 years ago are still valuable. Today’s HR leaders also need to think strategically, embrace change, and stay ahead of trends.

Lessons from 40 Years of HR Evolution

Looking back, what can today’s HR professionals learn from the past?

  1. The Basics Matter

Technology has changed the way we hire, manage, and engage employees, but the fundamentals of good HR haven’t changed.

  • People want to feel valued, respected, and supported.
  • Clear policies and expectations still matter.
  • Good HR is equal parts compliance and compassion.
  1. HR’s Role Will Keep Evolving

Just as HR moved from administration to strategy, it will continue to evolve. Future HR leaders will need to:

  • Embrace data and AI while maintaining the human touch.
  • Stay ahead of new workplace trends (like the 4-day workweek, new hiring models, and evolving labor laws).
  • Be proactive—not just reactive—when supporting employees and leaders.
  1. Relationships Are Everything

HR has always been about people. While we’ve gained new tools and technologies, the best HR professionals still listen, communicate, and build strong relationships.

The strongest HR professionals aren’t just experts in policies or processes—they’re trusted advisors who help organizations and employees succeed together.

What’s Next? The Future of HR

As we celebrate 40 years of HR Answers, we’re also looking ahead. What’s next for HR?

  • More AI and automation with a human-first approach.
  • A stronger focus on employee well-being, mental health, and workplace flexibility.
  • Continued challenges in recruiting, retention, and engagement as workplace expectations continue to shift.
  • HR professionals stepping into broader leadership roles as organization strategists and culture builders.

One thing is certain: HR isn’t going anywhere. The workplace will keep evolving, and great HR professionals will always be needed.

At HR Answers, we’re excited about the future. We’ve spent 40 years helping organizations navigate change, and we’re ready for whatever comes next.

Join the Conversation!

HR professionals—what changes have you seen in your career? What lessons have you learned from the evolution of HR? Share your thoughts with us!

Stay tuned for next month’s post: “The Future of HR: What’s Next?” We’ll explore emerging trends, the biggest challenges HR professionals will face, and how organizations can prepare for the future.

The past 40 years have been amazing, and the future promises to bring new opportunities.

A Call for Employers to Reflect and Respond

April is National Stress Awareness Month, a reminder that workplace stress isn’t just an employee issue—it’s an organizational one. While some stress is inevitable, too much of it, especially when caused by unclear expectations, overwhelming workloads, or a culture of always being “on,” can lead to burnout, disengagement, and turnover. The good news? Employers have the power to minimize unnecessary stress and create an environment where employees feel supported, valued, and able to do their best work.

The Employer’s Role in Reducing Workplace Stress
A healthy workplace culture doesn’t happen by accident. It requires intentional choices that prioritize both performance and well-being. Here’s what employers can do to keep stress in check while maintaining a productive and positive work environment.

1. Set Clear Expectations
Uncertainty is a major stressor. When employees don’t fully understand their roles, priorities shift without explanation, or performance expectations are vague, stress levels rise. Employers can help by:
– Providing clear job descriptions and well-defined goals.
– Communicating changes in priorities early and often.
– Offering constructive feedback regularly, not just during performance reviews.

2. Promote Work-Life Balance (and Mean It)
Telling employees to “take care of themselves” while expecting them to answer emails at all hours sends mixed messages. Leaders should model healthy boundaries by:
– Encouraging (and respecting) time off—whether that’s lunch breaks, PTO, or personal time.
– Avoiding after-hours emails unless truly urgent.
– Allowing flexible work arrangements where possible.

3. Foster a Culture of Psychological Safety
Employees shouldn’t feel afraid to speak up about workload concerns, personal challenges, or even mistakes. A psychologically safe workplace reduces stress by making people feel heard and supported. Employers can:
– Encourage open conversations about stress and workload.
– Respond to concerns with solutions, not judgment.
– Train managers to recognize stress and respond with empathy.

4. Monitor and Manage Workloads
Too much work and too little time is a recipe for burnout. While businesses have goals to meet, constantly pushing employees past their limits is counterproductive. Leaders should:
– Regularly check in with employees to assess workload.
– Reallocate tasks when teams are overwhelmed.
– Ensure expectations are realistic and achievable.

5. Recognize Effort, Not Just Results
Employees who feel undervalued experience higher stress levels. Recognition doesn’t have to be extravagant—simple, genuine acknowledgment makes a big difference. Employers can:
– Celebrate contributions, not just big wins.
– Offer regular appreciation in meetings, emails, or one-on-ones.
– Ensure employees know their work matters to the organization’s success.

6. Provide Mental Health Resources and Support
Beyond workload management, employers should actively promote mental health resources. Stress is part of life, but employees should never feel like they have to manage it alone. Support options include:
– Employee Assistance Programs (EAPs) for counseling and resources.
– Wellness initiatives like mindfulness sessions, stress management workshops, or fitness stipends.
– Ensuring employees feel comfortable using these resources without stigma.

A Challenge for Employers: Take the Self-Check
This Stress Awareness Month, take an honest look at your organization’s role in workplace stress. Ask yourself:

– Do we create a culture where employees feel safe to express concerns about workload or stress?
– Do our policies support balance, or do they create an “always available” expectation?
– Are we actively checking in with employees, about their work and about their well-being?

Workplace stress won’t disappear entirely, and by making intentional changes, we can minimize unnecessary pressure and create an environment where employees can thrive. Small shifts lead to big results—what’s one thing you can adjust today to reduce stress in your workplace?