National Bacon Day

December 30th is National Bacon Day, and if you didn’t know—now you do. Consider it a public service announcement from your friends at HR Answers, where curiosity is always welcome and breakfast opinions are taken very seriously.

Some things you may not know about bacon:

  • The phrase “bringing home the bacon” dates back to 12th-century England, when men who could go a year without fighting with their wives were awarded a side of bacon. (We suspect there were very few winners.)
  • There’s an International Bacon Film Festival. No, we’re not kidding.
  • The average American eats 18 pounds of bacon per year. Some of that might be emotional support bacon, and that’s okay.

And just for fun…If bacon were an HR task, what would it be?

  • “Employee recognition—because it makes everything better.”
  • “Exit interviews—surprisingly honest and occasionally smoky.”
  • “Rewriting job descriptions for the fifth time—chewy, satisfying, and someone always wants more.”

At HR Answers, we love a good tradition (and a good laugh). We’re not in the bacon business—but we do appreciate what it stands for: bringing people together, creating moments of joy, and occasionally stealing the spotlight.

So today, whether you’re starting your morning with a strip, a sizzle, or a smile—enjoy it. You’ve earned it.

Show Me The Money?

Client: One of my employees came in waving job postings they found online. They’re saying those jobs pay more and are demanding I match it with a raise. How do I handle this without losing them—or caving just because they saw an ad?

Consultant: This comes up frequently. Online postings can be misleading—sometimes inflated to attract candidates, or tied to roles with very different responsibilities, requirements, or locations. The key is to acknowledge the concern, explain how your pay structure works, and redirect the conversation toward their role and growth.

Client: So, I can’t just say, ‘That’s not how this works’?

Consultant: Tempting, and not the best approach. That could make them feel dismissed. Instead, you could say something like:
I appreciate you bringing this up. Job postings don’t always reflect the full picture—responsibilities, qualifications, and benefits matter too. Let’s talk about how our pay structure works here and review where your current role fits within it.

This acknowledges their point while keeping the discussion grounded in your organization’s practices.

Client: What if they push back and say, ‘I could go get this job tomorrow and make more’?

Consultant: Stay calm and don’t turn it into a dare. You might respond:
I understand you’re seeing opportunities out there. Our goal is to keep pay competitive and fair within the market and our budget. If you’d like, we can review the career paths here and what it would take to increase your earnings with us.

This shifts the focus from a threat to a constructive conversation.

Client: What if the posting really does show higher pay for a similar job?

Consultant: That’s worth noting. Sometimes market conditions change faster than pay ranges are updated. If you hear the same trend from multiple employees or notice turnover risks, it may be time for a market review. You could say:
Thanks for sharing that. We regularly review our pay to ensure competitiveness, and I’ll take this into consideration. For now, let’s talk about your role, your goals, and how you can continue to grow here.

That shows you take their input seriously without making a knee-jerk promise.

Client: What if they won’t let it go and keep saying, ‘I deserve more now’?

Consultant: That’s when you set boundaries. Be clear about process:
I hear your concerns, and compensation reviews happen at [specific time—annual cycle, performance review, etc.]. I’ll make sure your input is considered, and in the meantime, let’s focus on your development goals.

This reinforces structure and fairness.

Client: What if they start telling coworkers about the job postings and stirring things up?

Consultant: Pay rumors can spread quickly. Be proactive. Consider sharing general information with the team about how pay ranges are set, the difference between postings and actual offers, and your commitment to reviewing pay structures regularly. Just remember—stay high-level and don’t reference specific employees.

Client: Okay, so the steps are: listen, explain the process, redirect to their own role, and review if needed?

Consultant: Exactly. You don’t want to dismiss the concern, and you also don’t want to let a single job ad dictate your pay structure. Acknowledge, explain, redirect, and—if a real market shift is happening—address it strategically.

And if you’d like help reviewing market data or creating messages for employees about how pay is determined, we’re here to support you.

“A Christmas Poem” Enjoy

As the year draws to a close, Christmas offers a chance to pause, connect, and share gratitude for the people who make our work meaningful. Whether your organization celebrates with a holiday luncheon, a Secret Santa gift exchange, or simply by giving the gift of time off, this season is about more than lights and decorations—it’s about kindness, connection, and carrying that goodwill into the year ahead.

In the HR world, December often brings a flurry of activity—year-end wrap-ups, benefit renewals, and the occasional last-minute payroll correction (because nothing says “season of giving” like making sure paychecks are right). Still, it’s also a perfect opportunity to spread cheer and acknowledge the hard work, dedication, and resilience of employees across the organization.

So, in the spirit of the season, here’s an HR take on a classic holiday poem…

‘Twas the Week Before Christmas (An HR Holiday Poem)

‘Twas the week before Christmas, when all through the place,
Not an email was stirring, not even from Space* (*the Zoom room, of course).
The policies were posted with diligence and care,
In hopes that compliance would always be there.

The staff were all nestled in sweaters of red,
While visions of holiday treats danced in their head.
And I at my desk, with cocoa in hand,
Had just closed the file on the year’s final plan.

When out by the copier there arose such a clatter,
I sprang from my chair to see what was the matter.
Away to the hallway I moved like a flash,
Hoping no one had caused a supply room crash.

The glow of the tree cast a warm little light,
As I peeked ‘round the corner to check on the sight.
When what to my wondering eyes should appear,
But the whole staff together, all brimming with cheer.

With smiles and cards and a plate piled high,
Of cookies and fudge and fresh pumpkin pie,
They spoke all at once in a chorus so true:
“This year wouldn’t have worked half as well without you!”

They thanked us for hiring, for keeping things fair,
For guiding with patience and showing we care.
For training, for listening, for keeping our cool,
For knowing the handbook and following the rule.

My heart gave a leap, my cheeks felt the glow,
As I realized they just wanted us to know—
That HR’s not just policies, forms, and reviews,
It’s people, it’s trust, it’s the culture we choose.

And I heard them exclaim, as they turned out the light,
“Merry Christmas to all—and to all, a good night!”

From our HR Answers family to yours, may this Christmas bring you joy, rest, and connection. May your days be merry, your inboxes be light, and your celebrations reflect the warmth and togetherness that truly define this season.

Our Response to SHRM: Action is the Only Professional Option

The recent SHRM litigation has exposed a contradiction that cannot be ignored: the organization that defines HR standards argued in court that it is not bound by those same standards. This is not a minor misstep or “blip”—it is a direct and inexcusable challenge on the credibility of the Human Resource profession.

To the SHRM Board: Statements alone are no longer sufficient. Meaningful action is now required:

  • Hold accountable those whose actions contradict HR principles—including the highest levels of leadership and their legal advisors.
  • Commit publicly to measurable reforms and provide transparent reporting on accomplishments—not vague promises.
  • Realign SHRM’s internal culture with the standards it promotes externally.

To HR Professionals: This is not the moment to retreat or say, “Not my problem.” This is when we double down on integrity and apply the tenets of our practice—just as we would in any organization:

  • Assess the facts objectively
  • Identify gaps between values and behaviors
  • Recommend corrective actions and enforce accountability
  • Communicate with clarity and integrity
  • Advocate for cultural alignment and continuous improvement

To Employers: Do not lose faith in your HR teams or the profession. These failures represent the actions of a few—not the expertise and dedication of the many who uphold HR principles every day. Your HR professionals are your partners in creating ethical, compliant, and high-performing workplaces. Now more than ever, they need your confidence and collaboration to demonstrate what great HR looks like.

To Those Considering HR as a Career: This is what real HR looks like—balancing ethics, accountability, and courage in the face of contradiction. Our work is not about avoiding hard truths; it is about confronting them with professionalism and resolve.

The credibility of HR is under attack. Action is the only professional option! 

Email your professional concerns to board@shrm.org today.

Regret Hiring In Haste?

Client: I need help. We had a new employee start before we completed their reference checks. Now that we’ve finally heard back, I’m concerned about what we learned. Can we just let them go?

Consultant: That’s a tough situation, and it happens more often than you’d think. The first step is to pause and determine whether the concerns are about performance, behavior, or credibility. Then you need to consider what’s been documented since they started with you.

Client: Well, the reference check mentioned reliability issues in their past role. But so far, this employee has been on time and seems engaged. Do I still have grounds to end things?

Consultant: Not automatically. References can be useful, yet they don’t outweigh your own observations. If the employee is performing well now, terminating just because of something in their history could create risk—especially if there’s no current performance issue.

Client: So, I just ignore what I found out?

Consultant: Not ignore—use it as insight. Consider whether the concerns are something you can monitor or coach on. For example, since reliability was mentioned, you could keep a closer eye on attendance and deadlines. If problems emerge, you’ll have both past context and current documentation to address them.

Client: What if the reference brought up something more serious, like dishonesty?

Consultant: That changes the conversation. If the issue calls into question their integrity or accuracy of information provided in the hiring process, you’ll need to check your application documents. Did they misrepresent anything? If yes, that can be grounds for termination—provided you follow a consistent process and document the discrepancy.

Client: But isn’t this what probationary periods are for? Can’t we just release them because we don’t think it’s going to work out?

Consultant: Yes and no. Probationary periods don’t erase your obligations under employment law. Even in at-will states, you want to ensure the reason for separation is legitimate, nondiscriminatory, and documented. Ending employment too quickly after starting—without cause—can raise questions.

Client: So, what’s the safest move right now?

Consultant: Evaluate what you’ve seen firsthand. If there are no current issues, keep them and set clear expectations moving forward. Document what you found in the reference check and use it as a watch point. If there are real performance or conduct concerns—either now or if they arise—you’ll have grounds to act. If you choose to end employment now, make sure you have clear, job-related reasons and follow your state’s final pay requirements to the letter.

Client: That makes sense. I guess the key is to base decisions on what’s happening now, not just on the past.

Consultant: Exactly. References are one piece of the puzzle, not the whole picture. Use them as insight, not as a sole basis for termination—unless they reveal something that clearly conflicts with what the employee represented to you. In those cases, document carefully and proceed with caution.

When hiring shortcuts happen—and they do—it’s important to know how to cleanly untangle the situation. If you need help designing a process that ensures background and reference checks are completed before day one, or guidance on handling sticky post-hire discoveries, we’re here to support you.

Eight Nights of Light, Community, and Connection at Work

Hanukkah, also known as the Festival of Lights, is an eight-day Jewish holiday that celebrates resilience, hope, and the triumph of light over darkness. In 2025, Hanukkah begins at sundown on Sunday, December 14 and ends at nightfall on Monday, December 22.

At its heart, Hanukkah commemorates the rededication of the Second Temple in Jerusalem and the miracle of the oil that burned for eight nights when there was only enough for one. Families traditionally light the menorah each evening, adding one candle at a time, and enjoy festive foods like latkes (potato pancakes) and sufganiyot (jelly-filled doughnuts). Games of dreidel and the exchange of small gifts also play a part in the celebrations.

Why Hanukkah Matters at Work

Recognizing Hanukkah in the workplace shows respect for cultural and religious diversity, fosters inclusion, and helps create a work environment where people feel valued for who they are. The holiday’s themes of perseverance, light, and community are universal—and align well with many organizations’ values.

Ways to Celebrate Hanukkah at Work

  1. Share the Story and Symbols
    • Host a short lunchtime presentation (or share an internal newsletter article) explaining the meaning of Hanukkah, including the menorah, dreidel, and holiday foods.
    • Invite employees who celebrate to share their traditions—if they’re comfortable doing so.
  2. Add a Little Light
    • Create a “Festival of Lights” display in a common area with electric menorahs or other festive, workplace-appropriate décor.
    • If your organization decorates for the holidays, ensure Hanukkah is represented alongside other seasonal celebrations.
  3. Food Brings People Together
    • Offer a Hanukkah-inspired treat in the break room, like latkes or sufganiyot.
    • Share recipes so employees can try making them at home.
  4. Incorporate Inclusive Scheduling
    • Be mindful that employees observing Hanukkah may have evening commitments for candle lighting and family gatherings.
    • Adjust schedules or meeting times, when possible, to show support.
  5. Spread the Warmth
    • Encourage team members to share acts of kindness throughout the eight days—mirroring the holiday’s themes of generosity and community.

A Final Thought

Hanukkah is a celebration of light, hope, and faith against the odds. By acknowledging it in our workplaces, we not only honor our colleagues who observe the holiday—we also remind ourselves that even in challenging times, small acts of light can have a big impact.

This season, let’s keep the lights of respect, understanding, and connection burning bright—long after the menorah’s candles have gone out.

Rolling Out Rules without Rolling Eyes

Client: I need to roll out a new policy, but I already know some employees are going to push back. How do I introduce it without creating a mutiny?

Consultant: Great question. Rolling out an unpopular policy is part communication strategy, part timing, and part trust-building. The goal is to minimize resistance and maximize understanding.

Client: So, should I just drop it in an email and hope for the best?

Consultant: That’s one way to guarantee eye rolls. Email is fine for documentation, and face-to-face conversation (or virtual meeting) shows respect and gives employees a chance to ask questions. People want to know why the policy exists and how it affects them.

You might say:
“We’ve introduced this policy to address [specific reason]. I know changes aren’t always easy, and I want to take time to explain what this means and answer your questions.”

This frames it as collaborative rather than top-down.

Client: But what if they start pushing back right there in the meeting?

Consultant: Expect pushback. Plan for it. Acknowledge concerns without backpedaling.

Try this:
“I hear your concerns, and I understand this change may feel inconvenient. The purpose of this policy is to [state benefit—compliance, fairness, consistency, safety]. We’ll monitor how it’s working and make adjustments if needed.”

That way, you’re empathetic and firm.

Client: Should I explain every single detail, or keep it general?

Consultant: Be transparent about the reasoning and the main points, and then provide resources for the details.

Say something like:
“The written policy has all the specifics, and we’ll make it available to you. Today, I want to walk through the highlights and how they connect to our organizational goals.”

This keeps the conversation digestible.

Client: What about employees who just refuse to accept it and keep complaining?

Consultant: That’s where leadership consistency comes in. If managers waffle, employees see the policy as optional. Reinforce that it’s not a debate about whether the policy exists—it’s about supporting everyone in following it.

You can say:
“I understand you’re frustrated, and I appreciate your perspective. The policy is in place and applies to all of us. Let’s talk about how I can help you adjust to it.”

Client: Should I try to ‘sell’ the benefits, or just stick to the facts?

Consultant: Do both. Stick to the facts so people understand the necessity, and highlight benefits where possible. Even if the benefit isn’t immediate for them personally, link it to fairness, consistency, or long-term improvements.

For example:
“This policy helps us ensure fairness across the organization. Everyone will be held to the same standard, which prevents confusion and protects all employees.”

Client: Okay, but what if they say, ‘We’ve always done it the other way. Why change now?’

Consultant: That’s the most common response to change. Acknowledge the past while pointing forward.

Say:
“You’re right—we’ve done things differently before. As our organization grows and laws/needs change, we need to adapt to stay compliant and consistent. This is about making sure we’re prepared for what’s ahead.”

This shifts the focus from nostalgia to necessity.

Client: So, the big picture is—communicate openly, be firm and empathetic, and show how it connects to the bigger goals?

Consultant: Exactly. Rolling out an unpopular policy isn’t about making everyone like it—it’s about helping them understand it and ensuring consistent application. Clear reasoning, respectful communication, and steady follow-through make the difference.

And if you ever need help drafting rollout talking points, training managers, or managing employee reactions, we’re here to support you.

Cheers to 40 Years – And Beyond!

As we close out this milestone year, we want to take one last moment to celebrate: 40 years of HR Answers, 40 years of partnerships, and 40 years of making workplaces better.

This year has been about more than reflecting on the past—it’s been about honoring the relationships, lessons, and progress that have shaped us. It has been a year of gratitude, celebration, and looking ahead to the future.

And while this anniversary year is coming to an end, our journey is far from over. HR is always evolving, and so are we.

So, before we step into the future, let’s raise a glass to the past, present, and future of HR—and to the incredible people who have made this journey possible.

Looking Back: What This Anniversary Year Has Meant

Celebrating 40 years hasn’t been about HR Answers alone—it’s been about the people, organizations, and HR professionals we’ve had the privilege of working with.

This year, we’ve taken a deep dive into:

  • The evolution of HR—how far we’ve come and where we’re going.
  • The relationships that drive strong HR practices.
  • The future of HR—how organizations can continue to lead with people-first strategies.
  • The lessons we’ve learned from four decades of supporting organizations.

Through it all, one thing has remained true: HR is about people.  We’re proud to have been part of this field for 40 years, and we’re even more excited about what’s ahead.

The Present: Celebrating the HR Community

Before we step into the future, let’s take a moment to celebrate:

  • The HR professionals who make organizations stronger every day.
  • The leaders who prioritize people, culture, and fairness.
  • The teams who work behind the scenes to create policies that support growth and success.

HR is often an unsung hero in organizations, but we see you. Your work matters, your expertise makes a difference, and your leadership shapes the future of work.

So today, we celebrate you.  Here’s to every HR professional, leader, and organization that values people.

Looking Ahead: The Future of HR and HR Answers

As we wrap up our 40th anniversary, we’re not just looking back—we’re preparing for what’s next.

What’s on the horizon for HR?

  • AI and HR technology will continue to change how organizations hire, engage, and support employees.
  • Workplace flexibility and employee expectations will evolve, requiring HR leaders to stay adaptable.
  • Diversity, equity, and inclusion efforts will need to focus on creating cultures of true belonging for all employees.
  • HR professionals will continue to step into strategic roles, guiding leadership and shaping the future of work.

And what’s next for HR Answers?

  • Expanding our training, coaching, and consulting services to support HR professionals in an evolving workplace.
  • Strengthening our network of HR professionals, ensuring that organizations have the support they need.
  • Continuing to provide insight, resources, and guidance that help organizations navigate change with confidence.

HR is entering a new era, and HR Answers is ready to lead the way.

A Final Thank You – and an Invitation to the Future

As this year comes to a close, we have one final message:

Thank you for being part of our journey. To every organization, HR professional, leader, and partner who has trusted HR Answers—we are grateful for you. Your dedication to building stronger workplaces, better policies, and engaged employees is what keeps HR meaningful and impactful.

We invite you to continue growing, learning, and shaping the future of HR with us.

The next 40 years of HR are full of possibility—and we can’t wait to navigate them together.  Cheers to 40 years—and beyond!

National Impaired Driving Prevention Month: Safety Starts with Us

December is National Impaired Driving Prevention Month—a time to pause, reflect, and take action to keep ourselves, our loved ones, and our communities safe on the road. While the holiday season is filled with celebrations, it’s also one of the most dangerous times of the year for impaired driving incidents. Alcohol, prescription medications, illegal drugs, and even fatigue can slow reaction times, impair judgment, and turn an ordinary drive into a tragic event.

The workplace connection
Impaired driving isn’t just a “personal” issue—it’s a workplace one, too. Employees who drive for work, commute long distances, or participate in after-hours celebrations are all at risk if safe driving isn’t made a priority. Beyond the human cost, impaired driving can lead to lost productivity, increased insurance premiums, and reputational harm to your organization.

Practical steps employers can take:

  • Promote safe choices – Remind employees about designated driver options, ride-sharing services, and public transit.
  • Model responsible behavior – Leaders and managers should lead by example during work-related gatherings.
  • Provide clear policies – Ensure your organization’s drug and alcohol, vehicle use, and safety policies are up to date and well-communicated.
  • Offer support – If an employee is struggling with substance use, connect them with confidential resources like Employee Assistance Programs (EAP).

The message is simple: impaired driving is 100% preventable, and prevention starts with awareness and planning. Let’s work together to make sure that every member of our workplace family gets home safely—this month and every month.

Takeaway for the season: Celebrate responsibly, look out for one another, and remember that the best gift you can give is arriving alive.

I-9 In Trouble?

Client: I just realized a new hire hasn’t completed their I-9 form, and it’s past the deadline. What should I do?

Consultant: This is urgent. Federal law requires that Section 1 of the I-9 is completed on the employee’s first day of work, and Section 2 is completed within three business days. If you’ve missed that window, you can’t backdate the form. You need to get it completed immediately and document the delay.

Client: So, I can still have them fill it out now?

Consultant: Yes, but with a note. Complete the form as soon as possible, and in the “Additional Information” section, explain why it was late. For example: “Form completed on [date]. Delay due to oversight. Corrective action taken to prevent future occurrences.” This shows good-faith compliance.

Client: What if they never bring in the documents I need to verify employment eligibility?

Consultant: Then you can’t continue to employ them. If they can’t provide acceptable documents within the timeframe—even with the delay—they’re not legally eligible to work. That’s a tough conversation, and it’s required.

Client: What happens if I just let this slide and don’t finish the form?

Consultant: That’s risky. Fines for I-9 noncompliance can be thousands of dollars per form, and repeat violations can lead to even bigger penalties. If an audit happens, incomplete or missing I-9s will be flagged. Better to correct late than to leave it blank.

Client: Okay, but what should I do to keep this from happening again?

Consultant: Put a process in place. For example:

  • Add I-9 completion to your new hire checklist.
  • Make sure hiring managers know the deadlines.
  • Use reminders or HR software to track due dates.

Client: What if the employee says they already turned in documents, but I don’t have them?

Consultant: Then treat it as if it’s not complete. You must see and record the documents yourself (or your authorized representative must). If documents are lost, redo the verification process—never guess, assume, or backdate.

Client: So, even though we’re late, I should fix it now, document the reason, and then make sure it never happens again?

Consultant: Exactly. Correct it now, keep your compliance record transparent, and tighten your onboarding process to prevent repeat issues.

If you’d like, we can review your onboarding checklist and create an I-9 compliance guide for your managers. That way, you’ll have a system in place that keeps you compliant—and keeps the fines far away.