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?

The Awkward Talk

Client: I need to have a conversation with an employee about a hygiene issue, but I don’t want to embarrass them or create tension. How do I handle this professionally?

Consultant: This is one of those uncomfortable and necessary conversations. The key is to be direct, private, and focused on workplace expectations, not personal judgment.

Client: Right, but I don’t even know how to start the conversation without making it awkward.

Consultant: Start by keeping it neutral and professional. Frame it as a workplace matter, just like you would with dress code or office conduct.

Try this:
“I wanted to bring something to your attention privately. I’ve noticed a personal hygiene issue that may not be obvious to you, and I wanted to address it because I want to support your success here.”

This keeps it matter-of-fact and non-accusatory.

Client: What if they get defensive?

Consultant: That’s possible—no one likes hearing this kind of feedback. If they push back, acknowledge their feelings and reinforce the workplace standard.

You might say:
“I understand this might be uncomfortable to hear, and I appreciate you listening. My goal is to address this in a way that helps you and ensures a comfortable work environment for everyone.”

This shows empathy while keeping the focus on a professional expectation.

Client: What if I’m not sure whether it’s a medical issue?

Consultant: That’s a great point. You’re not there to diagnose—just to set expectations. If they mention a medical condition, shift the conversation to accommodations (ADA – interactive process).

You could say:
“If there’s a medical issue affecting this, we can explore ways to support you. Let me know what you think might be of assistance, and we can work together and figure out the best approach.”

That way, you’re opening the door for solutions without making assumptions.

Client: Should I document this conversation?

Consultant: Yes, keep it brief. Documenting protects you if the issue persists. Just note the date, the general discussion, and any next steps.

For example:
“Met with [Employee] on [Date] to discuss hygiene expectations. Addressed professionally and offered support. Employee acknowledged the feedback.”

If the issue continues, you’ll have a record of the first conversation before taking further steps.

Client: What if I address it, but nothing changes?

Consultant: Then you move to a more formal approach.

You could say:
“We previously discussed this concern, and I haven’t seen improvement. This is now affecting the workplace, and I need to see a change moving forward.”

If needed, tie it to workplace policies on professionalism and workplace conduct.

Client: That makes sense. So bottom line—be direct, keep it private, and focus on workplace expectations, not personal judgment?

Consultant: Exactly! It’s never a fun conversation, and handling it professionally and respectfully will make it easier for both of you.

And if you ever need help structuring the conversation, we’re here to support you.

The Annual Panic

Client: Every year, performance reviews feel like a minefield. Employees get anxious, some get defensive, and I feel like no one actually likes the process. How can I make this easier without losing the purpose of the review?

Consultant: You’re not alone—performance reviews tend to bring out stress in everyone, even when the feedback is positive. The key is to make reviews feel like a regular conversation, not a one-time judgment.

Client: Easier said than done! How do I get my employees to stop dreading them?

Consultant: The best way to avoid the big stress of reviews is to eliminate big surprises. If feedback is only happening once a year, of course people will feel nervous.

You might say:
“Performance reviews should just confirm what we’ve already talked about throughout the year. If anything in your review feels like a surprise, that means I haven’t done my job coaching you along the way.”

This shifts the mindset from “annual verdict” to “ongoing conversation.”

Client: Okay, but what about employees who get defensive when they hear anything negative?

Consultant: That’s natural—no one loves criticism. The trick is to make feedback feel like a tool for growth, not a punishment.

Try this approach:

Frame feedback as a path forward: “One thing that would take you to the next level is improving [specific skill]. Let’s work on that together.”

This makes it about improvement, not just critique.

Client: That’s great for individual reviews, but my whole team complains about the process itself. They think it’s a waste of time.

Consultant: Then it’s time to reframe the purpose. People check out when they don’t see the value.

Try saying:
“This isn’t just about evaluating the past—it’s about setting you up for success moving forward. What do you need from me to help you grow in your role?”

When employees see reviews as their opportunity (not just your assessment), engagement goes up.

Client: That makes sense, but I still need to rate people. How do I keep the process fair?

Consultant: Transparency is key. If ratings feel mysterious or subjective, people will question them.

Before the review, outline:
✔ How ratings are determined
✔ What “exceeds expectations” actually looks like
✔ How this connects to career growth

Then, during the review, you might say:
“Here’s why I rated you this way, and here’s what exceeding expectations would look like. Let’s talk about how you can get there.”

Client: What about the employees who are just… average? They’re doing fine, but not great. I don’t want them to think they’re not valued.

Consultant: Good point. “Meeting expectations” doesn’t mean “not good enough.” The trick is to recognize their contributions while encouraging growth.

Try saying:
“You’re a strong performer in [specific area], and the team relies on you. If you’re interested in growing into more opportunities, we can focus on [specific skill or responsibility]. Let’s talk about your interests and what that looks like.”

This way, they know they’re valued, and they also have a path forward if they want one.

Client: What if someone pushes back and disagrees with their review?

Consultant: Stay open and focused. The goal is conversation, not debate.

You could say:
“I appreciate your perspective. My goal is to help you succeed, and this feedback is meant to support that. Let’s talk through what steps we can take together to keep improving.”

If they’re still resistant, shift the focus to action:
“What would success in this area look like to you? Let’s find a way to get there.”

Client: This is really helpful. So the key is no surprises, clear expectations, and making it a two-way conversation?

Consultant: Exactly! Reviews should feel like part of ongoing growth—not an annual judgment. If you set that tone, your team will be less stressed and more engaged.

And if you need help refining your review process, we’re always here to support you.

Chasing Timesheets?

Client: I’m tired of chasing down timesheets. Every pay period, I have to send multiple reminders, and I still end up with late or inaccurate submissions. How do I get my team to take this seriously without constantly nagging them?

Consultant: I hear you. Few things are more frustrating than scrambling for timesheets when payroll is due. The key is setting clear expectations, making the process as easy as possible, and adding some accountability so it’s their responsibility—not yours.

Client: Okay, but I feel like I already remind them a lot. What else can I do?

Consultant: First, let’s shift the mindset. Instead of making timesheets your responsibility, make it theirs. Start by setting a firm expectation.

Try this:
“Submitting accurate timesheets on time is part of your job—just like showing up to work. Moving forward, I expect everyone to submit their timesheets by [deadline] without multiple reminders. If there’s an issue, let me know before the deadline, not after.”

This makes it clear that it’s their responsibility, not something you’ll chase them for.

Client: That sounds great, but what if they still forget?

Consultant: Then it’s time to add accountability. While not paying an employee on time due to a missing timesheet is a violation in many states, discipline for failing to submit a timesheet isn’t.

You might say:
“Timesheets must be submitted on time so payroll can be processed correctly. If you don’t submit your timesheet, I’ll still have to process your pay, without your input, it may not reflect the correct hours and additional processes will be needed to correct any errors. Moving forward, repeated late or missing timesheets will result in corrective action.”

For non-exempt employees, reinforce compliance:
“Accurate timesheets are legally required. Late or incorrect submissions create compliance issues, so this is a must.”

A natural consequence—such as a written warning or requiring a meeting with you—can often be more effective than endless reminders.

Client: That makes sense, but I also need to make sure the timesheets are accurate. What’s the best way to do that?

Consultant: Accuracy comes down to two things: clear guidelines and spot-checking.

For guidelines, provide a simple checklist:

  • Did you record all hours worked?
  • Did you include meal and rest breaks (if required)?
  • Is your overtime recorded correctly?

Then, implement spot-checks. You don’t need to audit every timesheet. Randomly reviewing a few sends the message that accuracy matters.

You might say:
“I’ll be reviewing timesheets periodically to ensure accuracy. If I find discrepancies, I’ll follow up so we can correct them. Let me know if you have any questions on what’s required.”

Client: What if someone keeps submitting them late or with errors?

Consultant: Then you treat it like any other performance issue.

Try this:
“We’ve talked about this before, and I’m still seeing late/inaccurate timesheets. Moving forward, if this continues, we’ll need to address it formally as a performance issue.”

This makes it clear that it’s an expectation, not a suggestion.

Client: What about making the process easier? Maybe people just forget because it’s annoying?

Consultant: Great point. If the process is clunky, people will put it off. Consider:

-Automated reminders (so the system, not you, does the reminding)
-A simple submission process (mobile-friendly options help)
-A shared calendar reminder (so it’s not all on you)
You might say:
“I know timesheets aren’t the most exciting task, so let’s make this easy. If you set a calendar reminder or use the automated system prompts, it’ll take two minutes instead of scrambling at the last minute.”

Client: This is really helpful. So the key is clear expectations, some accountability, and a streamlined process?

Consultant: Exactly! Set the expectation, make it easy, and follow through. That way, you’re not the timesheet babysitter, and payroll still runs smoothly.

And if you ever need help structuring a policy or handling repeat offenders, we’re here to help.

Because Smiles Are Cheaper Than Bonuses

Mark your calendars! March 20, 2025, is International Day of Happiness, which means it’s time to break out the balloons, throw some confetti, and pretend that performance evaluations are actually fun.

For HR professionals, happiness is an interesting concept—one that usually competes with compliance deadlines, last-minute payroll adjustments, and the annual “Why Can’t I Have Unlimited PTO?” email. But today, we take a stand! Today, we embrace joy! Today, we… well, at least try to get through the day without muttering “I swear, I’m going to HR myself.”

So how can HR (and workplaces in general) spread happiness without violating any workplace policies, breaking the budget, or setting unrealistic expectations that every day will be filled with free snacks and spontaneous karaoke? Here are a few HR-approved ways to celebrate International Day of Happiness:

1. Declare “No Passive-Aggressive Email” Day
You know those emails that start with “Per my last email…” or “Just looping back on this…” or the dreaded “As previously discussed in the meeting…”? BAN THEM. Today, if someone wants to passive-aggressively remind a coworker of something, they must do it with interpretive dance or in the form of a haiku.

2. Introduce “The 3-Minute Dance Break”
A recent study (conducted in my imagination) shows that impromptu dance breaks improve workplace morale by 137%. So, at an unannounced moment in the day, blast an upbeat song over the intercom and force—I mean, encourage—everyone to take three minutes to shake off their stress. Bonus points if your CEO starts a conga line.

3. Replace All Meetings with “Walk & Talk” Sessions
Nothing kills happiness faster than a meeting that should have been an email. Today, challenge teams to ditch the conference room and hold their discussions while taking a walk around the building. Fresh air, movement, and the possibility of escaping into the parking lot if things get too serious—it’s a win-win!

4. Issue One-Time “HR Happiness Passes”
An “HR Happiness Pass” is a golden ticket that employees can cash in for one workplace-related favor—no questions asked. Need an extra-long lunch? Want to borrow the CEO’s ergonomic chair for a day? Want to wear pajamas to work just this once? HR Happiness Pass granted! (Just don’t ask for a raise… HR isn’t that magical.)

5. Surprise People with the Greatest Workplace Gift of All—Silence
Instead of flooding inboxes with “Happy International Day of Happiness!” emails, take a different approach: Send an email that simply says, “As a gift to you, we will not be sending any additional emails today. You’re welcome.”
Instant employee satisfaction score increase. Guaranteed.

6. Remember That Happiness Is More Than Just One Day
Sure, it’s fun to celebrate with goofy activities, but real workplace happiness comes from a culture of respect, recognition, and balance. So, while we’re all for confetti cannons, let’s also commit to making workplaces where people actually want to be, not just tolerate because of direct deposit.

Happiness isn’t about grand gestures—it’s about the little things. Like someone refilling the coffee pot instead of leaving one sad, cold sip. Or IT resetting a password without a 20-minute lecture. Or that one rare moment when everyone actually reads the HR memo the first time.

So, go forth, HR heroes, and spread joy! Just remember—if someone gets too happy and starts trying to implement unlimited PTO, you might have to bring them back down to Earth.

Happy International Day of Happiness!

Luck, Laughter, And A Little Green

St. Patrick’s Day is here! It’s that magical time of year when we all dig into our closets for something green, try our luck at office raffles, and maybe—just maybe—have a few shamrock-shaped cookies. Whether you have Irish roots or just enjoy a good celebration, St. Patrick’s Day is a fun way to bring a little luck and laughter to the workplace. So, let’s talk about how to keep things festive, professional, and (most importantly) fun!

The Wearin’ o’ the Green
No one wants to be the one who forgot to wear green and ends up getting (gently) teased all day. Encourage employees to show off their St. Paddy’s spirit with a pop of emerald, a shamrock pin, or even a full leprechaun suit—if that’s their style! You could even hold a “Best Green Outfit” contest with a small prize for the winner. Bonus points if someone shows up in an elaborate, homemade ensemble.

A Little Luck Goes a Long Way
St. Patrick’s Day is all about luck, so why not spread some in the office? A simple “pot of gold” raffle—where employees enter to win small prizes like coffee gift cards, extra break time, or office swag—keeps the day lighthearted and fun. Or try a lucky coin toss game where employees get a chance to win a treat from the office snack stash.

Shamrock Shenanigans (a.k.a. Team Activities)
Take a short break from spreadsheets and meetings for a little friendly competition. Office trivia with Irish-themed questions, a scavenger hunt for hidden “gold” (chocolate coins work great), or a “guess how many green jellybeans in the jar” challenge can bring some fun energy to the day. Bonus: These kinds of activities encourage team bonding without requiring anyone to awkwardly dance a jig in the break room (unless they want to, of course).

St. Paddy’s Playlist & Office Cheer
Set the mood with a festive playlist—think traditional Irish tunes, fun pub songs, and even some modern hits from Irish artists. Keep the volume workplace-friendly. Background music can brighten up the day. You can also encourage employees to share their own favorite St. Patrick’s Day traditions—whether that’s a family recipe, a fun superstition, or a legendary tale of past celebrations.

Treats Fit for a Leprechaun
No celebration is complete without snacks! Green cupcakes, shamrock cookies, or even a themed snack station with “rainbow” fruit trays and “pot of gold” candy bowls can add a little magic to the break room. If your workplace allows, an afternoon Irish cream-flavored coffee bar can be a cozy way to wrap up the day.

St. Patrick’s Day at work isn’t just about the green clothes and gold-wrapped chocolate—it’s about bringing a little extra joy to the workplace. A fun, inclusive celebration can boost morale, encourage connection, and remind everyone that a positive workplace culture makes all the difference.

So go ahead, embrace the festive spirit, and may the luck of the Irish be with you (especially when you’re refilling your coffee and hoping for that last shamrock sugar cookie)!

Trust and Verify!

Client: I have a remote employee, and I want to make sure they’re staying productive. But I don’t want to come across like I’m micromanaging or checking up on them constantly. How do I strike the right balance?

Consultant: Great question. The key is setting clear expectations, building trust, and focusing on results while making sure you follow wage and hour laws—especially if they’re non-exempt and need to track their time accurately.

Client: Right, but I don’t want to be clock-watching. How do I set expectations without making them feel like I don’t trust them?

Consultant: Start with transparency. Let them know it’s not about tracking their every move—it’s about ensuring accountability and legal compliance.

You could say:
“I trust you to manage your time well, and since this is a remote role, we need to make sure we’re following company policies on work hours. Let’s go over expectations so we’re both clear.”

For non-exempt employees, this includes tracking their actual work time and taking required breaks for the geographic location they are completing work.

Client: That’s helpful. What’s the best way to check in without micromanaging?

Consultant: Structure is your friend here. A weekly check-in for priorities, plus quick daily or midweek updates, keeps things on track without overdoing it.

Try this:
“Let’s do a quick 15-minute check-in every Monday to go over priorities. For non-exempt staff, I’ll also need you to submit your time [frequency] so we’re compliant. If you ever run into challenges, don’t wait—reach out.”

For non-exempt employees, you might also say:
“Because of labor laws, it’s important that you’re accurately tracking all hours worked, including breaks and overtime. Let’s make sure we have a simple system that works for you.”

This ensures compliance without making them feel like they’re under a microscope.

Client: What if I start noticing signs that they’re slacking—like slow response times or missed deadlines?

Consultant: That’s when you move from assumption to conversation. Check in before jumping to conclusions.

You could say:
“I’ve noticed some delays in responses and a few missed deadlines. I want to check in—are you running into any challenges that I can help with?”

If it’s a time-tracking issue for a non-exempt employee, reinforce the importance of accurately logging work hours:
“I also want to remind you that we need to ensure your hours are correctly reported. Let’s talk through how to keep everything on track.”

Client: What if they keep missing deadlines but always have an excuse?

Consultant: That’s when you shift from conversation to accountability. Be clear about expectations and consequences.

Try this:
“I understand that things come up, and consistent delays impact the team. Moving forward, I need to see improvement in meeting deadlines. Let’s outline a plan to make that happen.”

For a non-exempt employee, you could add:
“And just a reminder—if you need to work extra time to catch up, it must be approved in advance to comply with overtime policies.”

This sets a firm and fair boundary.

Client: How do I keep them engaged so they don’t feel isolated?

Consultant: Remote employees—especially non-exempt ones—can feel disconnected. Small efforts make a big difference.

Try:

-Regular team video calls (even if they’re short)
-Encouraging casual Slack/Teams conversations
-Recognizing wins publicly
-Checking in on them—not just their work

You could say:
“I want to make sure you feel connected to the team. Let’s find ways to keep communication strong so you always feel in the loop.”

For non-exempt staff, also remind them:
“We want you engaged, and we also need to follow labor laws. If you’re working outside your scheduled hours, we need to discuss why.”

Client: That’s really helpful. So the key is setting expectations, checking in without overdoing it, and making sure non-exempt employees track their hours correctly?

Consultant: Exactly! Focus on results, not minute-by-minute activity. And for non-exempt employees, clear guidelines on hours and breaks ensure compliance and accountability.

And, if you ever need help with compliance in various locations, we’re here for you.