In our Office Snacks series we interview seasoned people and culture professionals to delve into their varied buffets of experience and come away with juicy insights and ideas.

Join us in our next installment below as Eric Grant, Senior Manager, L&D Operations at Coinbase—shares his insights with us.

Hi Eric! We’d love to get to know you a bit better, where are you based?

Brooklyn, NY.

How’d you get to where you are today?

Well, I followed my (now) wife to Brooklyn by way of Mexico City. I was there while I was taking a year off of work after I saved up from 8+ years of work. I had been in Chicago before that, working at Uber, and before that I was a remote L&D leader (before that was really a thing!) and traveling all over the world because I could. 

How does your typical day look, do you have a set routine?

Not a great routine other than trying to get a morning walk in before things start. No day is quite the same because of various meetings and deadlines, but I generally frontload meetings to the beginning part of my week and do more project work as it gets closer to Friday. Sunday afternoons are also a great time for projects.

All of this is depending on school schedule too. I’m getting my Masters in Analytics (Data Science) online, outside of work. All classes are structured differently so I feel like I recalibrate my schedule every semester.

How do you describe your job to others?

I run the learning program for a large customer service function. I try to show that any time we invest in training agents helps both the business I’m working at and the customers we’re supporting. 

What’s your favorite part of your job?

No question the best part is the team I get to lead. They’re creative and determined people who work hard to create great training for our audiences. Every time I challenge them with an idea they are ready to challenge it right back or find ways to adapt what they’ve been doing to achieve great results.

What’s the most challenging and how do you work to overcome that challenge?

There are several challenges—just working in crypto with both its volatility and the intense technological know-how it takes to approach this stuff is a huge challenge for us. But I think the biggest is just helping our network find time for training. 

We want staff to handle customer contacts as soon as possible, and we know training takes away from that. For other workers, it’s just finding the time in their busy days. 

You have to show people that it will be valuable to either take trainings, or have groups take trainings, and that is not easy, especially in fast-paced, high-growth environments (or when those environments experience hard downturns like the one we’re in now). 

The example is this—how do you present to Staffing teams that having agents take 30-60 minutes out of their busy day to take a Productivity training will not only yield back the production that those 30-60 minutes would have given that day, but yield higher production for the next three months after that?

How do you approach learning and development at Coinbase?

I like to think I take a data-focused approach. I have a few prevailing beliefs that dictate this approach—the first is that the best trainings are not the ones that you like the most (though I would like you to enjoy the experience), the best ones are the ones that make you better at a skill or your job. 

For this reason, we don’t use any customer satisfaction surveys in my trainings unless it’s pilot content. Instead, we focus on trying to show the change/improvement that’s come from them. 

The next belief is that every great training program of any kind (corporate, athletic, hobby, etc.) has to be individualized. This is not novel, but in the corporate setting it can be difficult.

Most L&D teams send out the same training to everyone. Why do they do that? Well it’s easier but they also probably lack the data they’d need to truly individualize. 

B2B content providers will come in and offer a big library and say they can help learners individualize through that catalog but we, as people, also lack some information on the best way and best content to learn from. 

We shouldn’t just use data to prove the training ROI, we should also use data to help guide learners on the best path to learning a new skill, as well as the best method to deploy a training for a specific audience.

My next year at Coinbase will be dedicated to not just proving ROI (example here) but running experiments about the best method, best audience, and best deployment technique to maximize that ROI.

To be more specific, I think we should be training every person every day (bite-sized learning) instead of the traditional training model of rolling sessions/eLearnings out sporadically. But I have to prove that that would work and be more cost-effective.

What’s been your most successful initiative to date?

We ran a training aimed at helping agents solve customer queries on the first contact. Because we have so much data on how well agents are doing that, we were able to directly relate their work before training and after training (as well as compare those who had taken our training versus those who had not). 

We could then annualize the savings by not having repeat tickets and compare that to the cost of the training. Our ROI was well over 10x. Great success for my team and for us to be able to show the value of what we do.

Which are your most-loved tools to help you with your job?

I’ve learned to love data, so my most-loved tools are the ones that help me aggregate, sort, query, etc… right now that’s Sheets at the most basic, and Looker and Snowflake. All great tools.

What’s your number one piece of advice for companies starting out with L&D?

If you’re just starting out, focus on onboarding new employees. Start your brand there. Record as much as you can so you have some starting data.

Do surveys to start to show that L&D is at least boosting confidence, but sell a vision to your business of proving business outcomes through training and then hunt down any piece of data you can get your hands on.

Lastly, and most importantly, what’s your favourite office (home or otherwise) snack?

Nothing will ever beat the first cup of coffee in the morning. Not a snack, I know, but totally worth mentioning. 

What’s your favorite office snack?

Work in People and Culture? Want to share your ideas?

Applications to be interviewed are open to anyone (yes anyone!) so don’t hesitate to fill in the form for an opportunity to share your knowledge and ideas.

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HR pays well and there are a lot of interesting career paths you can potentially take.

If you’re still wondering if a career in HR is for you and what you can potentially earn, you’re in the right spot.

To give you a better answer than “it depends”, we’ve broken down the average human resources salary by position and discussed factors that can affect an HR manager’s salary.

Whether you’re a current HR manager looking for an upgrade, just getting into HR management, or hiring a new HR manager, this guide will have useful information so you can make your decision.

Like most job markets nowadays, HR management is competitive, so it’s a job-seekers market. Take advantage!

What Does an HR Manager Do?

If you’re in HR, you might have spent some time tracking down salary information for some common HR positions, such as an HR manager salary. 

So if you’re still wondering, what is the average salary of an HR manager, you’re in the right spot. To give you a better answer than “it depends”, we’ve broken down the average human resources salary by position and discussed factors that can affect an HR manager salary.

Whether you’re a current HR manager looking for an upgrade, just getting into HR management, or hiring a new HR manager, this guide will have useful information so you can make your decision.

Like most job markets nowadays, HR management is competitive, so it’s a job seeker’s market. Take advantage!

What Does an HR Manager Do?

HR managers can have many responsibilities. One single HR manager’s role can include recruiting, benefits and payroll, performance management, onboarding, employee retention, and more. 

Larger companies with multiple HR managers will employ individuals with different specializations to ensure all areas are covered, while HR managers at smaller companies are likely to wear more hats.  

There are numerous human resources job titles that have roles related to that of an HR manager. Some of these roles are covered below in our human resources management salary information section.

HR Manager Salary Information

The HR manager salary information and average human resources salaries include data from Indeed for the USA, Canada, and the UK. Some source data was listed as an hourly wage rather than yearly average HR salaries. 

The hourly wage data appears mostly for junior positions that may be paid hourly, rather than salaried positions. However, there are a few anomalies where more senior positions are listed as hourly.  

HR Manager Salary

This HR manager salary average covers several specializations, as well as different seniority levels. Of course, more junior HR managers will be making less, and more senior HR managers can expect higher. 

The human resources manager salary below is highest in the USA, followed by Canada then the UK. This is likely due to the higher population and higher demand for HR managers in the USA.

• USA: $78,525
• Canada: $78, 448 CAD (~$58,500 USD)
• UK: £42,593 (~$51,700)

HR Generalist Salary

HR generalists tend to have less seniority than HR managers, while being involved in many different facets of HR. 

A human resources generalist salary reflects this, with salaries in the USA, Canada, and the UK averaging lower than the HR manager salary. 

Generalists directly support HR managers and HR managers often delegate work to them. The human resource generalist salary information below follows the trend of the USA having a higher population and a higher demand for HR professionals.

• USA: $61,278
• Canada: $61,812 CAD (~$46,000 USD)
• UK: £34,495 (~$41,800 USD)

Entry Level HR Salary

Entry level HR positions are associated with job titles such as HR intern. The data below reflects salaries for HR interns. 

• USA: $22,757 or $16.17 / hour
• Canada: $25,868 or $18.54 / hour CAD (~$19,260 / ~$14 USD)
• UK: £19,734 or £17.40 / hour (~$23,944 / ~$21 USD)

HR Coordinator Salary

HR Coordinators are more junior in position. They may be involved in responsibilities such as benefits, payroll, or internal communications rather than larger HR strategy and management. The human resources coordinator salary information reflects this. 

• USA: $47,452 or $21.67 / hour
• Canada: $53,564 or $ 24.68 / hour CAD (~$39,900 / ~$19)
• UK: £26,658 or £15.11 / hour (~$32,400 / ~$19)

HR Assistant Salary

HR assistants have a similar role to that of an HR coordinator. They may be an assistant to a specific HR manager, or they may be an assistant to the department at large, taking on smaller tasks as needed. 

The human resources assistant salary is listed as an hourly wage in the USA and Canada, as this is another position that may not be salaried. The USA has the highest human resource assistant salary, with the UK and Canada close behind.

• USA: $42,276 or $18.99 /hour
• Canada: $47,669 or $21.60 / hour CAD (~$35,500 / ~$17)
• UK: £22,817 or £12.72 / hour (~$27,800 / ~$16)

HR Associate

HR associates have a similar role to that of HR assistants and HR coordinators. Some companies may consider an HR associate as slightly more senior to coordinators or assistants, but the role is largely the same.

• USA: $58,964 or $19.74 / hour
• Canada: $77,392 or $26.13 / hour CAD (~$57,700 / ~$20)
• UK: £30,462 or £12.65 / hour (~$37,000 / ~$16)

HR Specialist Salary

HR specialists are senior to HR assistants, coordinators, and associates, and they tend to specialize in a particular area, such as payroll or onboarding. The average human resources specialist salary data is consistent with this. Depending on the specialization and the number of years of experience, specialists may also expect to make more than this.

• USA: $65,850 or $21.19 / hour
• Canada: $64,092 or $20.81 / hour CAD (~$47,800 / ~$16)
• UK: £31,295 or £12.50 / hour (~$38,100 / ~$16)

Benefits Specialist Salary

As predicted by the title, benefits specialists focus on employee benefits. Their role may include ensuring employees are enrolled for benefits, as well as ensuring benefits packages meet employee needs. 

• USA: $58,185
• Canada: $61,431 CAD (~$45,800)
• UK: £44,016 (~$53,500)

HR Recruiter Salary

HR recruiters are primarily focused on attracting talent. If a company decides to outsource recruiting, recruiters assist with the switch to recruitment process outsourcing. As this role requires a higher level of specialization, the salaries are also higher.

• USA: $54,018
• Canada: $56,317 CAD (~$42,000)
• UK: £27,421 (~$33,300)

HR Administrator Salary

An HR administrator oversees all administrative tasks and delegates to other HR roles, such as specialists or assistants. However, in some organizations, HR administrators may be more junior and work underneath managers.

• USA: $59,160 or $21.99 / hour
• Canada: $50,467 or $18.92 / hour CAD (~$37,600 / ~$15)
• UK: £22,885 or £10.56 / hour (~$27,800 / ~$13)

HR Supervisor

HR supervisors may oversee an HR specialization or the department as a whole. As with an HR manager salary, HR supervisor salaries vary according to specialization and seniority. The USA has the highest salary, and the UK has the lowest by far, with Canada in between. One potential reason for the low UK salary could be a difference in role definition between the UK and North America. HR supervisors in the UK may be less specialized or at a lower seniority level.

• USA: $65,257 or $28.03 / hour
• Canada: $86,188 or $37.34 / hour CAD (~$64,200 / ~$28)
• UK: £30,786 or £16.41 / hour (~$37,400 / ~$20)

HR Advisor

An HR advisor might be a full time salaried employee or a contractor hired to assist with or advise on HR processes. As they are usually brought in as expert consultants, advisors tend to have more experience and seniority, which translates to a higher salary. This position also has wide gaps in salary between each country. 

The USA has the highest salary, and the UK again has the lowest. This could be explained by a less specialized role definition or lower seniority as compared to Canada and the USA.

• USA: $53,390
• Canada: $71,601 CAD (~$53,300)
• UK: £31,514 (~$38,300)

HR Director Salary

HR director is one of the most senior positions in HR. The director of human resources provides higher level strategy and planning for the entire department and for items such as workforce planning, onboarding, and training processes. With high level responsibilities and more seniority comes a higher salary. 

The USA and the UK have comparable salaries, while Canada lags behind significantly. This could be due to more HR directors working under VPs of HR in Canada, which would mean less seniority.

• USA: $96,004
• Canada: $107,158 CAD (~$79,800)
• UK: £74,622 (~$90,700)

Vice President of HR

Vice Presidents of HR are another senior position for HR professionals. Vice Presidents take care of strategy and planning, often delegating implementation to HR directors or managers. Their goal is to create a strategic human resources management plan and streamline operations. 

• USA: $137,749 or $59.18 / hour
• Canada: $137,347 or $59.52 / hour CAD (~$102,300 / ~$45)
• UK: £85,566 or £45.61 / hour (~$104,000 / ~$56)

Factors Affecting HR Manager Salary

Within the averages listed above, there is a lot of variation. There isn’t one HR manager salary that is applicable for every HR position globally. There are several factors that can affect an individual HR manager salary, including location, skills and experience, specialization, and certifications.

Location

One of the main factors affecting HR manager salary is location. A major trend in the data above is higher salaries in the USA than Canada or the UK. This trend continues within the USA, with bigger cities generally paying higher salaries. 

Skills and Experience

While having a larger skillset is a plus for any position, there are specific human resources skills that are highly valued for HR managers. These include communication skills, knowledge of HRIS, and coaching and training skills.

It’s also important for HR managers to have the soft skills that most job descriptions look for. These include adaptability, teamwork, and accountability.

Specialization

If an HR manager has a specialization in a specific area such as recruiting, onboarding, DEI, or compensation, this will translate to a boost in salary. 

Another part of specialization that helps boost an individual’s HR manager salary is whether they have the ability to train others in their specialization. 

For example, if an HR manager has a specialization in recruitment, and can train other individuals within their company on recruiting, this makes them more valuable and can lead to a salary increase.

If you’re interested in specializing, you might want to check out our pick of the best compensation courses or best DEI certifications.

Certifications

A fourth factor that can affect an individual’s HR manager salary is whether they have any certifications. There are a few ways to become certified as an HR manager. 

Many schools and colleges offer programs and diplomas in HR management. There are also many accredited institutions that offer shorter certificate programs, as well as many HR organizations that offer their own certification programs.

For more on this, check out our pick of the 20 Best HR Certification Courses For 2023

HR Manager Salary Outlook

There’s nothing to suggest that the HR manager salary data will trend downward anytime soon. In many high-population locations, they will continue to rise as companies grow big enough to have a need for one or more HR managers. 

Whether you’re thinking of moving to a new HR position, just starting out in HR, or hiring a new HR manager, consult the HR manager salary data above before deciding.

For more expert advice and opinions in the HR world, don’t forget to subscribe to the People Managing People newsletter or check out the latest podcast episodes.

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We’re passionate about the world of work, and how we can make it better. To help satisfy our curiosity, we’ve launched an interview series where we pick the brains of experienced leaders, business owners, managers, and individual contributors to get their thoughts on how we can collectively build better workplaces.

Join us in our next installment below as Sherry Jobani—Founder of Unplug Hour Wellness—shares her insights with us.

We’d love to get to know you a bit better, tell us a bit about your backstory.

Growing up in Vancouver, Canada allowed me to experience a diverse culture throughout my youth that allowed me to experience different modalities of medicine which ultimately helped me choose a career path. I was studyingPharmacy and halfway through my degree I made a shift and decided to complete my studies as Doctor of Traditional Chinese Medicine (TCM) instead. 
While taking my undergraduate degree at University of British Columbia I met my husband. We have two beautiful boys, three, if you count him, and our household is fun and full of laughter. 

I started Unplug Hour Wellness while I was going through my own self healing journey. I wanted to create a space where individuals felt heard and supported. This included both the patients and practitioners, as I believe in order to provide the best care you need to be operating from an optimal state yourself.

If we were to ask a friend to describe your personality to us, what would they say?

They would say that I am kind, caring and driven. I believe it is a good combination that has allowed me to see success in challenges that may arise. 

Thinking back to your career journey, what’s an interesting story that stands out? 

One story that stands out for me is how the vision of our clinic was created. I was with one of my patients who was an executive lawyer that had been trying to conceive for many years, but, due to her high demanding job and lack of self care, her body was struggling. 

I remember talking with her about how the clinic space is a place where she can relax her mind and let go of her everyday stressors.  She said to me, “It is so nice to be able to come here and unplug”.  The whole concept of unplugging for an hour to allow yourself to connect with what is going on in your body became a vision for our clinic in this fast paced world that we live in.

What’s the most impactful lesson you’ve learned over your career thus far?

It’s a small world. While the city you live in may be large, once you start sitting down and connecting with people you will start to see the layers of connections which is why you always want to put your best foot forward.

Thanks for giving us some insight into who you are! Let’s jump into things. When you hear the phrase “build a better world of work”, what comes to mind?

Looking at perspectives from the other person’s view. It is easy to get caught up in only seeing the story from your side or one perspective, but if you take the time to look at others’ stand points, it will not only help you get a better understanding of the challenge at hand, it will also help you close any differences that are dividing you.

For you, what’s the main blocker you see as standing in the way of building a better world of work?

People worry too much about what other other people think of them.

I see it in my practice all the time, a patient is talking about how they are burnt out, stressed out, and have a number of health issues that are taking the back seat. 

When I ask them what is causing this, the typical answer is “I am so busy at work”. Am I saying that work is bad, no, not at all. People need to feel like they are accomplishing goals and working on something of importance. 

What’s one thing within our control that we can practically do to build a better world of work today? And, how do you recommend going about it?

Take time to check in with yourself and make sure you’re feeling good, both physically and mentally, because if you are feeling good then that positive energy will spread.

The easiest and most simple way to do this is to take 5 minutes and check in with yourself at some point during the day. 

Have you heard someone say, “Where has the day gone?”. People can be running on autopilot, cruising from one task to the next and they don’t even realize how their body is feeling throughout the day.

You need to take time and check in and, while this is an easy thing to do, it is even easier not to do. I recommend time blocking 5 minutes in your calendar each and every day until you make it a routine. I have done this and it has made a world of a difference.

Here is a 5 minute guided meditation via YouTube that can help you get started.

Can you share one thing you’ve experienced, seen, or read about that is leading us towards a better world of work?

The pandemic has brought a lot more awareness to people’s mental health and overall health. I highly recommend reading the book 10% Happier by Dan Harris. 

It’s a deep dive into learning more about mindfulness, hearing about someone else’s journey, and some easy ways to start practicing mindfulness in your daily routine. 

I’m curious, thinking about building a better world of work, is there a company and/or leader who stands out to you as someone we should follow? If so, what are they up to?

I think there are more companies recognizing the importance of mental health to have a better and more productive work environment with less turn over. However, this is something that can definitely be improved on by employers as there are many people still suffering silently. 

How can our readers follow your work?

The best way to stay current would be to follow me at UnplugHour on Instagram and visit our website unplughour.ca for more information. 

Thank you for adding your voice to People Managing People’s interview series on How to Build a Better World of Work! 

Add your voice to the conversation

Join our interview series and share your ideas for how we can build a better world of work!

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Are you managing someone who’s underperforming? Have you been having open and honest conversations about their performance and not observing a change? If this is the case, it might be time to consider implementing a performance improvement plan. 

Performance improvement plans are an essential tool for any organization looking to ensure its employees reach business goals and objectives. These plans create clarity by setting expectations and outcomes, providing guidance, and implementing appropriate measures when needed.

They also help organizations track progress, measure success, and identify areas that can be improved upon over time. When done effectively, performance improvement plans provide a valuable framework for both employees and managers alike to work towards success.

In my 15 years managing people across industries, I’ve seen served as a mentor to people on a performance improvement plan and as a manager/writer/facilitator of plans.

In this step-by-step guide, I’ll equip you with the knowledge, skills, and information needed to get started using performance improvement plans in your organization (but only with the help and guidance of your HR representative and/or corporate counsel).

We’ll cover:

• What is a performance improvement plan?
• Why put someone on a performance improvement plan?
• How to create a performance improvement plan
• Considerations when developing a performance improvement plan

Let’s jump in!

What is a performance improvement plan?

A performance improvement plan (PIP) is a set of strategies designed to help improve an employee’s job performance. Typically, the plan outlines specific goals and expectations, timelines for meeting those goals, and regular feedback sessions to monitor progress. 

Additionally, the PIP will typically involve a range of strategies such as coaching, training sessions, and direct feedback. This helps employees make any needed adjustments to perform better.

PIPs are often used by managers to help team members clearly understand that they’re not meeting expectations, and are sometimes used as a last-ditch effort to get employees on the right track or face termination. 

This is a normal part of the performance management process, however, a PIP should never be a surprise if being leveraged for corrective action. 

In other cases, PIPs can be used in a much different way, focusing on the development of an employee to prepare them for a new role in the company. 

In these cases, a PIP is not considered disciplinary and does not include language about next steps if the PIP is not successful. These cases are much less common than disciplinary, action-related PIPs.

There are several different types of performance improvement plans that can be used to help improve an employee’s job performance. Generally, these plans are either corrective/disciplinary or focused on employee development. 

The types of plans include: 

1. Corrective Action Plan—this type of plan involves identifying and addressing specific performance issues through training, coaching, and/or disciplinary action.

2. Developmental Plan—this type of plan focuses on providing employees with training and opportunities for growth related to their current roles or preparing them for potential future roles within the organization.

3. Career Development Plan—this type of plan is focused on helping employees develop skills needed for advancement in their chosen career path. 

Pro Tip: Developmental and career-focused performance improvement plans are not typically associated with disciplinary action. Because of this, beware calling them a PIP! Socially, it’s hard for employees to differentiate between disciplinary and non-disciplinary-type PIPs. Try an alternate name like “development plan” or “next-level performance action plan.” By using a different name, when the employee talks about it to other people they won’t have to defend that it’s not disciplinary-related and can speak about it more confidently. 

For purposes of this article, the following information focuses on a disciplinary-related PIP as those are the most common and the most critical to be executed according to the correct protocols. 

Continue reading here if you want to learn more about disciplinary and performance-related PIPs. To learn more about employee development, there are a lot of handy resources here.

Why put someone on a PIP?

Performance improvement plans are typically put in place when someone isn’t meeting the job expectations of their current role. 

This strategy is designed to help the employee understand what needs to be done to improve their performance and provide them with the resources they need to do so. 

Additionally, having a documented performance improvement plan can ensure that everyone involved (employees, managers, etc.) is on the same page, and that the necessary steps are taken to address any issues. A PIP is a formal document of employee poor performance. 

In my personal experience, a few reasons why you would put someone on a PIP: 

• The employee is not performing in their role and your prior attempts to correct the behavior have not been successful. This person requires a final warning with clear documentation and known consequences, typically including termination. This is a more wide-reaching PIP reason, but oftentimes it’s not just one thing that’s not going to plan when an employee has reached the point of requiring a PIP. 
• The employee engaged in unprofessional or inappropriate behavior. A PIP can be implemented to help the employee understand and address the issue. Of course, some unprofessional and inappropriate behavior is grounds for immediate termination. 
• They’ve demonstrated an inability to follow standard procedures set by the organization. A PIP can provide guidance on how those processes should be followed correctly and outlines what will occur if processes continue to not be followed. 
• The employee has continually demonstrated poor attendance and/or is negatively impacting business operations due to low productivity or is creating more trouble than value in the organization overall. 

Regardless of the driving cause, the decision to put someone on a PIP should not be taken lightly as it will likely alter the employee/manager relationship regardless of the outcome of the PIP. 

Once a team member is placed on a PIP, they will often seek out alternative employment and may exit the organiation prior to the completion of the PIP, especially if they do not believe the PIP is reasonable or that it is easy or realistic for them to achieve success. 

PIPs are often the last step in performance management before termination of an underperforming employee. According to Mark Carey, a partner at an employment law firm, “only about 5%-10% of PIPs result in the employee staying” with the company, so use this tool carefully! 

How to create a performance improvement plan

You’ll want to craft a plan that is achievable, synced with the individual/team role and goals, and ensures that the team member receives proper support throughout the process. 

This can be done in a few simple, but critical steps.

Step 1: Consider if a PIP is appropriate

The first step in creating a PIP is confirming that a PIP is the right tool for the job. A PIP should never be a surprise.

The team member should have already received feedback and coaching from their manager (often many times) regarding the issues that have been festering and must now be addressed in a PIP. 

If you’re a manager that has not yet discussed performance with the team member you want to put on a PIP, it’s not time to use a PIP yet. If the team member you’re considering placing on a PIP is newer to the organization, reflect on their onboarding experience (Were they trained effectively? Would additional training fix the problem?). 

The first step to implementing a PIP is having a conversation with the team member about performance and your expectations first, and always follow up with an email to document the conversation and confirm your expectations (HR will love you for this).

Once your conversations and follow-ups have proven unsuccessful over time, then it’s right to consider using a PIP.

There are some exceptions to this rule, but that’s typically in the inappropriate behavior category—you’ll know these moments when they happen, they will be obvious (in a bad way). 

Keep your HR representative informed along the way. Your request as a manager to put an employee on a PIP should also not be a surprise to HR. 

Pro Tip: A PIP is not the right tool when you need someone removed from the organization immediately. Instead, consult your HR representative and/or corporate counsel if you find yourself in a situation where an immediate change is required. 

Step 2: Create the plan

The first real documented step to putting someone on a PIP is to talk with your HR representative about their performance, your prior attempts to provide feedback and coach the employee, and that you believe now is the time to place the team member on a performance improvement plan. 

HR should acknowledge your request and will hopefully provide a template for the PIP that is specific to your organization and approved by the company’s employee relations lawyers. 

Do not write and deliver a PIP without the involvement of your company’s HR representative. If done incorrectly and the employee experiences any harm, you may be personally liable. Consult your company’s HR representative and/or corporate counsel.

If you’re lucky enough to receive a template from your HR representative, start there and do not use alternative templates—always align with your organization.

Talk through the template with your HR representative and ensure you understand what is expected to be documented in each area of the template. Next, it will usually be up to you, the manager, to create the documented plan in the template.

PIP templates typically include the following sections, all of which will require your input as a manager: 

• Areas of concern—what’s not working, what happened, use metrics and data if possible
• Observations, previous discussions and counseling: what you’ve seen and done about it so far
• Expectations or performance goals—what is expected related to the areas of concern and the job role e.g. metrics, behaviors, outcomes, project delivery and more (be specific).
• Recommended changes—what you expect the employee to change to meet the expectations outlined in the plan and the job role
• Resources—what is at the employee’s disposal to meet the expectations of the plan and the role
• Management support—what will you do as a manager to support the employee in their improvement plan
• Progress checkpoints—when will you and the employee talk about the PIP specifically in the future? How will the employee’s progress be monitored?
• Timeline and milestones: how long is the PIP, and when will it be over? 30, 60 or 90-days is normal. I prefer 60 days as that’s enough time to see a change but short enough that it doesn’t feel like it goes on forever. 
• PIP period expectations and consequences—during the PIP timeframe, what are the conduct expectations and consequences during the PIP period? Are they altered? List the consequences (often up to and including termination).
• Acknowledgement: always have the employee, manager, and HR representative sign the document after it is delivered to the employee. The document is not considered complete and delivered until signatures are received. 

When creating a PIP, be sure to review the job description of the underperforming employee and be sure what it is you are asking them to do is clearly described and they have had enough time in the role to learn how to be successful. You will use the job description in the PIP itself, so keep it handy! 

Consider how the employee is and is not meeting the expectations of their role and reflect to consider if you can identify the root causes of the issue. Be ready to describe the specific areas of their effort and behaviors that contribute positively to effective performance and those that do not. 

Review their most recent performance review and look for specific instances where you previously provided feedback, coaching, or counseling on the issues that have driven you to write a PIP. Consider if the employee’s lack of work performance is measurable and, if so, be sure they’re aware of the measurement. 

Struggling employees are often aware of their underperformance, especially when their manager has been giving feedback along the way. Clear communication around expectations is essential for ensuring a PIP is not a surprise and employees can engage with managers to facilitate an effective performance improvement plan. 

If an employee is surprised or describes feeling blindsided by a PIP, take that as a warning sign and discuss with your HR representative immediately. 

Once you have all of these items reviewed throroghly, document the PIP in a written format. You can try our PIP template as a starting point but, of course, always review with your HR representative and/or corporate counsel. 

Pro Tip: If you’re aware of personal issues occurring with an employee, mention your awareness of these to your HR representative and/or corporate counsel when discussing the PIP.

In some cases, personal issues may place the employee in a protected class which is a consideration when implementing any performance improvement plan or disciplinary action. 

Step 3: Explain the plan to the employee

Once you have authored the PIP, review it with your HR representative, make any required changes or clarifications, and talk through how you and the HR representative will work together to deliver the PIP to the employee live/in-person or on a video call.

In my personal opinion, it’s best when you as the manager and author of the PIP present it to the employee with HR’s support and presence throughout the conversation. It’s important that you have HR with you in this conversation as a witness and signal to the employee that this is a serious matter with real consequences.

Oftentimes, just the presence of HR in a conversation about performance will help an employee wake up and see that what they’re doing is not working and they must change. 

You might hear an employee say: “Am I getting fired?” as soon as they see HR in the room. If this happens, calmly respond with “No, we are here to discuss your performance and implement a performance improvement plan.” Plain, simple, and factual answers will be your friend as you progress through the conversation. 

As you begin the conversation, frame the discussion and talk through each element of the document you prepared ahead of time (present a printed copy to everyone present in-person and/or share screen if video call). Stick to the document as best you can. You could almost read through it line-by-line if prepared well. 

By sticking to the document you ensure everything you talk about is documented and the employee can refer to the document later as they recall the conversation and try to process what happened (often it often turns into a blur or fuzzy time because of the body’s natural threat or shock response, so stick to the script!).

As you close the conversation of delivering the PIP, be sure the employee understands they will receive a copy of the document presented and that they’re required to sign the document to acknowledge

1. They’ve received it
2. It has been discussed with them
3. They understand the contents and corrective action required along with acknowledgment of the potential consequences of noncompliance.

Put a due date on the signature, typically less than 3 days. 

You might also consider sending them home or offline for the rest of the day after delivering a PIP as it can be a rather emotional process. 

Step 4: Monitor progress

After you’ve delivered the PIP to the employee, things are sure to feel a little weird, maybe even tense. 

As the employee’s manager, you’re invested in their performance and improvement. Position this to the employee and try to get back to a positive, growth-oriented mindset. 

In my experience, PIPs that are growth-oriented, and where the employee actively engages, are much more successful than those that are ignored for one reason or another. 

The most successful plans I’ve experienced were where the employee reached out to close colleagues or mentors for help in achieving their PIP.

Throughout the PIP duration, regular check-ins between the manager and the employee and the manager and the HR representative are essential elements to facilitating an effective performance management process. 

Be active in measuring and monitoring progress. As a manager, this is not a time to sit back and see if the employee can change, you are required to participate in their growth.

Remember the resources and manager support documented in the plan, it’s your job to be sure you hold up your end of the deal (and yes, there can be legal consequences for failing to do so). 

I suggest committing to reviewing the PIP documentation directly with the employee every 2-weeks, in addition to the (hopefully) weekly one-on-ones you are already holding. 

This allows for some conversations to directly include the PIP and some not. Create a cadence that keeps the employee engaged and thinking about their growth without holding the PIP document over their head in every interaction during the PIP duration. If your document includes specific sign-off of follow-ups, be sure they are documented correctly. 

Pro Tip: As you monitor progress, if things are not changing or you’re seeing a negative change in the employee, call that out. Give feedback fast. Ask the employee how they feel they’re progressing towards the goals of the PIP. Have honest conversations about how it’s going—this will help as you reach the end, especially if consequences are required. 

In some cases, you may experience a curveball where the employee states they simply don’t want to do the PIP or continue in the role.

If this happens, change the tone of the conversation slightly to be more consultative. Acknowledge that the employee is on a PIP with an end date. If the performance goals are not met by the end date, the employee will experience consequences up to and including termination. 

Next, inform your HR representative about the slight shift in events and consult with them on what is best to do next. By taking this course of action, you continue to manage performance and have cause to remove the employee at the end of the PIP, but maybe there’s a better path either within or outside of the organization—partner with HR, they can help.

Step 5: Assess options

As you near the end of the PIP period, you and the employee should have a clear understanding as to if the PIP expectations and goals will be met or not. 

If the expectations have been met, then great! Celebrate success and acknowledge the hard work the employee has put into meeting the goals of the PIP. Next, continue on with planning and executing greatness for months and years to come. 

It should be obvious if the goals of the PIP have not been met. As the PIP comes to an end, discuss with the employee that the goals have not been met and that, at the end of the PIP period, a decision about next steps will be made and implemented. 

Prior to the end of the PIP, meet with HR to talk through how it has gone, the coaching and check-ins you have had with the employee along the way, and what you would like to do as an outcome of the PIP. 

If you come to a decision that it’s time to end employment, work with HR to determine how to facilitate the exit.

Typically, a conversation with HR/manager/employee is required to acknowledge that the PIP was not successful and that the employee’s employment has been terminated. At this point, all normal termination procedures should be followed. 

Considerations when developing a performance improvement plan

Navigating employee Performance Improvement Plans can be a complex and intimidating task for both managers and employees.

It’s important to ensure that all parties involved are well informed about the expectations, objectives, and rights of the PIP process in order to ensure successful implementation and completion. 

When developing a performance improvement plan, it’s important to keep some key details in mind, such as:

1. Protected classes—ensure that all team members are treated fairly and with respect regardless of race, gender, ethnicity, or any other protected class.
2. Country laws—abide by the applicable labor laws of your country when creating and implementing PIPs. Consult with your HR representative and/or corporate counsel. 
3. Discrimination and harassment—ensure that PIPs do not lead to discrimination or harassment of any employees based on their protected classes.
4. Due process—provide team members with appropriate due process when establishing and evaluating progress towards a PIP’s objectives.
5. Textual documentation—document every stage of the process in writing to ensure there is no misunderstanding between parties involved in the implementation of a PIP.
6. Specificity—outline every expectation and objective in detail while avoiding ambiguity.
7. Fairness and consistency—ensure that expectations and objectives are applied fairly across all team members and ate consistently monitored within each department or team.
8. Rights of appeal—give employees the right to appeal if they disagree with any decisions made regarding their PIPs.
9. Adaptability—allow for flexibility within the PIPs to accommodate schedule changes or unforeseen circumstances which may arise during the course of completing an employee’s performance improvement plan.
10. Employee input and feedback—invite feedback from employees during the process of implementing their PIP, as well as after completion to ensure it was effective and achieved desired results.

Use PIPs wisely 

Performance improvement plans can be an effective and efficient means of ensuring workplace goals and expectations are met. 

When utilized correctly, they can help managers and employees both reach their desired outcomes while keeping fairness, consistency, and performance goals aligned and in context with your company culture.

It’s important to keep these details in mind when developing a PIP and ensure all parties involved have the necessary information before implementation. With clear objectives and expectations, navigating PIPS can be a beneficial exercise for everyone involved.

Bonus: Consider this PIP template when starting to think about a PIP. Remember, don’t use this template without consulting your HR representative or corporate counsel. 

Double-Bonus: If you’re an HR professional, there’s a guide for HR’s involvement in PIPs, written by our friends at SHRM. Also check out the short and sweet version with even more resources from SHRM. 

Have you successfully used PIPs in your business? I’d love to hear your tips and tricks, so leave a comment. For regular expert articles and resources to help with employee development, subscribe to People Managing People.

Some further reading: 

• Mentorship vs Sponsorship: What’s The Difference Why You Should Utilize Both
• Continuous Performance Management: Why + How To Do It
• How To Identify And Develop High Potential Talent In Your Organization

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Strong interpersonal communication is the heartbeat of any professional setting. From business writing to meetings, how you present or communicate with your team is integral to effective management. 

If you’re looking to strengthen your own communication skills, taking a communication course can help you gain confidence and learn the right strategies to make a positive impact at work.

Read on for 13 communication courses perfect for taking your communications skills and style to the next level.

1. HRCI Communicating with Flair

What does it mean to communicate with flair? From overcoming public speaking anxiety to mastering business writing, communicating with flair in the workplace can set any individual apart as a leader or people manager. 

The Human Resources Certification Institute (HRCI) provides a communication course set to help you develop your communication skills such as crafting clear and direct written emails or decks and understanding and using nonverbal communication effectively in your interactions.

HRCI is one of the most globally renowned centers for learning for HR expertise and excellence. Their courses provide the essential skills for any HR professional or people manager looking to grow and develop their skill set for the next stage of their career.

• Price: $79
• Duration: Self-paced
• Exam Required: N/A
• Online, In-Person, or both?: Online
• How many hours of instruction: Self-paced
• Eligibility Requirements: N/A

2. Cornell Employee Relations & Investigation Certificate

An employee’s relationship with their organization and management can positively impact their overall working experience. The Cornell Employee Relations & Investigation Certificate provides learners with the guidance and frameworks to develop powerful communication strategies with their people through problem-solving and critical-thinking scenarios.

Course objectives include skills needed to help HR professionals conduct fair internal investigations, business writing, and how to process and handle complaints and issues.

Cornell’s one of the most respected educational institutions in the US, and continuing your education through Cornell includes access to events for networking or thought leader panels for a year.

• Price: Available upon request
• Duration: Self-paced
• Exam Required: N/A
• Online, In-Person, or both?: Online
• How many hours of instruction: Self-paced
• Eligibility Requirements: N/A

3. UDEMY Foundations of Communications

UDEMY’s communications course provides the fundamentals to help any professional master effective human communication while they build stronger relationships and motivate those within their organization.

UDEMY’s online course approaches professional communication research with nine contexts: Informing, Confronting, Collaborating, Negotiating, Persuading, Empathizing, Resolving, Initiating and Innovating. These are where most professionals spend their time in their day-to-day and can help you communicate clearly and assertively as a leader.

This online course has no prerequisites and is perfect for anyone looking for independent study. Those in human resources and business or project management will find this course helpful as they support their people while also maintaining business objectives.

• Price: $9.99
• Duration: Self-paced
• Exam Required: N/A
• Online, In-Person, or both?: Online
• How many hours of instruction: Self-paced
• Eligibility Requirements: N/A

4. Open University’s Effective Communication in the Workplace

Open University’s Effective Communication in the Workplace online course provides an in-depth study on group communication for in-person or virtual teams. 

It covers how to understand non-verbal communication, how to positively manage your public perception, and how to manage communication in diverse situations. You’ll also review interview skills and resume writing, perfect for elevating your Linkedin page or prepping for a job search.

The Open University has offered distance learning for over 50 years, providing over 200 qualifications to the U.K. and the world. Their mission to create an accessible learning institution to all makes their courses perfect for any learners looking for professional development while working or job searching.

• Price: Free
• Duration: 8 weeks
• Exam Required: N/A
• Online, In-Person, or both?: Online
• How many hours of instruction: 24 hours
• Eligibility Requirements: N/A

5. Coursera’s Communication in the 21st Century Workplace

Coursera’s Communication in the 21st Century Workplace online course embraces how we connect to one another as inclusive, diverse workforces balancing both hybrid and remote models.

This practicum, hosted by the University of California, provides communication strategies to help professionals discover their own communication style as they connect with multigenerational and multiethnic workplaces.

Learners develop stronger awareness in communication—from listening skills to recall strategies—by diving into the social science behind successful communication.

Every person has their own style of communication, and this course will help you identify and adapt within the workplace to create stronger bonds of teamwork.

• Price: Free
• Duration: Self-paced
• Exam Required: N/A
• Online, In-Person, or both?: Online
• How many hours of instruction: 11 hours
• Eligibility Requirements: N/A

6. American Management Association (AMA) Workplace Communication Training

American Management Association (AMA) Workplace Communication Training is a perfect online course to help anyone master the fundamentals of workplace interpersonal communication. 

AMA provides continuing education courses to inspire and connect you to fellow entrepreneurs and leaders paving the way towards innovative practices and businesses.

In this training course, learners will develop strategies for persuasive communication and even take a crash course in mistake-free business writing. Modules include building and maintaining trust in the workplace, exploring how you can earn and develop a reputation as a credible leader, and ways to assert yourself in any meeting.

• Price: $249
• Duration: Self-paced
• Exam Required: N/A
• Online, In-Person, or both? Online
• How many hours of instruction: 5.25 hours
• Eligibility Requirements: N/A

7. Intercultural Communication: Dynamics of cultural identities in global interaction

Bringing awareness, empathy, and the right practice to intercultural communication is growing in importance as organizations continue to reflect the diversity we see in our communities. This hands-on course from Future Learn is perfect for anyone, at any level, within a global organization.

You’ll gain vital insights into the nuances of cultural interactions, styles, and even your own way of communicating— which can benefit your connections in a personal setting and your personal life. You’ll look at case studies and public discourse as you navigate situations of intercultural misunderstanding and you’ll learn the benefits of bringing an equitable communication strategy to your role.

• Price: $27.99/mo (Subscription based)
• Duration: 5 weeks
• Exam Required: N/A
• Online, In-Person, or both? Online
• How many hours of instruction: 4 hrs/wk
• Eligibility Requirements: N/A

8. Alison Workplace Communication

Want to speak up at a meeting but unsure of how? Want to ask for a raise but need more confidence? Or maybe you want to wow your team at an upcoming presentation? 

The Alison Workplace Communication course will help you with the basics from interview skills, business writing, and developing awareness and emotional intelligence for interpersonal communication. As you embrace the fundamentals, you’ll gain confidence and see the impact of successful communication at work.

With 15 years of providing 25 million learners with the skills and certificates they need, through a variety of free courses from healthcare to business, Alison seeks to provide free education to help people transform their personal journeys. This course includes Continuing Professional Development (CPD) accreditation and a final assessment.

• Price: Free
• Duration: Self-paced
• Exam Required: Yes
• Online, In-Person, or both?: Online
• How many hours of instruction: 5-6 hours
• Eligibility Requirements: N/A

9. Communication Skill Builder For HR Professionals

This course, aimed at HR professionals particularly, is designed to help learners project more confidence and assertiveness through their communication style, assessing task versus strategic communication, and how to wield more influence with how they communicate. 

You’ll learn to identify challenges or needs and see how you can proctor decision-making talks when collaborating with managers and executive leaders.

The HR Certification website has helped HR professionals for almost 30 years. This communication course is available for 1.5 re-certification credit hours for HRCI’s PHR and SPHR and 1.5 Professional Development Credits (PDCs) for the SHRM-CP or SHRM-SCP designations.

• Price: $249
• Duration: Self-paced
• Exam Required: N/A
• Online, In-Person, or both? Online
• How many hours of instruction: Self-paced
• Eligibility Requirements: N/A

10. Human Resource Institute Emotional Intelligence Workshop

Emotional intelligence can impact how you conduct yourself in interpersonal communication, build trust with your coworkers, and navigate challenging conversations with employees. This Human Resources Institute course can help you develop your emotional intelligence through online modules, combining practical and skill-based activities.

You’ll learn how to assess and understand the impact of emotional intelligence in the workplace, from how to create a pathway toward career advancement to exploring social awareness. Work within small groups in this one-day online course and earn 7 CEPs and 0.7 CEUs.

• Price: $455
• Duration: One-day
• Exam Required: N/A
• Online, In-Person, or both?: Online
• How many hours of instruction: 7 hours
• Eligibility Requirements: N/A

11. Cornell Persuasive Communication Certificate

Perfect for any business leader or HR professional, this online Cornell course will help you develop your persuasive skills in the workplace as you look to collaborate successfully, communicate with teams, and gain stakeholder support.

From moving projects forward or getting buy-in from stakeholders, this course will help you assess your audience and craft effective messaging to sway decision-makers. Key takeaways from this course include assessing your audience and how to understand their perspective and needs. 

You’ll also dive into persuasive writing and how to strengthen your objective by appealing to reason, emotions, and building evidence.

• Price: $2,675
• Duration: 3 months
• Exam Required: N/A
• Online, In-Person, or both?: Online
• How many hours of instruction: 3-5 hours a week
• Eligibility Requirements: N/A

12. Lorman Communication for HR Professionals

As an HR professional, you’re there to support your people as they navigate work-life and their relationship with the organization.

This Lorman communication course provides a deeper understanding of emotional intelligence which will help you help you support your people as you proctor difficult, sensitive discussions from layoffs, mandates, and more. Learn the art of the follow-up, develop your listening skills, and understand the types of communications to utilize in the workplace.

From HR to business skills, Lorman courses are great for professionals looking for additional learning and development opportunities or ways to upskill.

• Price: $149
• Duration: Self-paced
• Exam Required: Yes
• Online, In-Person, or both?: Online
• How many hours of instruction: 66 minutes
• Eligibility Requirements: N/A

13. Berkeley Executive Education Communications Excellence

The Berkley Executive Education course is ideal for senior business leaders looking to strengthen their presentation and persuasion skills to support their organizational communication. 

You’ll evolve your personal communication style, gain a deeper understanding of effective communication strategy, and master presentations and crafting pitches.

Berkeley Executive Education is a world-renowned institution helping entrepreneurs and business leaders develop their skills wherever they are in their careers. Intensives like the Communications Excellence course are hosted both in-person and online and utilize small groups and coaching to help professionals pair communication theory with real-world practice.

• Price: $4,000 in-person or $2,650 online
• Duration: 2-day in-person or 3-day online
• Exam Required: N/A
• Online, In-Person, or both?: Both
• How many hours of instruction: 8.5 hours
• Eligibility Requirements: N/A

Conclusion

Developing the skills to communicate clearly, succinctly, and persuasively within your organization will benefit your team and boost your own career.

Investing in yourself is the best investment you can make. If you’re looking for other ways to level up in 2023 (or help others to grow and develop) also consider:

• The 20 Best HR Certification Courses For 2023
• 13 Best Compensation Courses For HR, Business Owners And Managers 2023
• 10 Best DEI Certifications To Take In 2023
• 10 Best Leadership Development Programs to Grow Future Leaders in 2023

For regular expert articles to help you succeed at work and build healthy, productive organizations, subscribe to the People Managing People newsletter.

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Americans have begun to see the emergence of a new post-pandemic workplace culture. Employers are looking to quickly adjust to this new employment landscape and determine what new challenges they may face. 

Here are the five trends that the Talent.com team and I predict will shape the workplace in the year to come. We hope that these insights can help organizations prepare for a successful 2023.

Organizations will lean into developing prosperous hybrid cultures 

Employees have adapted to hybrid work models thanks to the pandemic, and are enjoying the benefits and flexibility that it offers.

A recent study from the World Economic Forum found that hybrid work was favored by 68% of global respondents, and two out of three people found that it improved their work/life balance.

We believe organizations will continue to listen to their employees, and build trust and employee satisfaction, by leaning into hybrid work.

In talking to industry leaders, many teams have built successful working processes during the pandemic which has built a strong case for continuing to allow for remote work.

With that being said, many high-level executives see more value in in-person work. Slack’s Future Forum displayed this disconnect perfectly, with 44% of executives looking to return to the office full-time vs just 17% of employees.

We have seen tech companies such as Apple and Snapchat push for a return to office mandates, which has incentivized many employees to look for new roles.

Ultimately, I think that hybrid work is here for the long haul and organizations will place an emphasis on delivering quality employee experiences virtually, while still providing available touchpoints—e.g. summits—for in-person connection and collaboration.

Mental health conversations will reactivate due to increased economic pressures

Conversations surrounding mental health in the workplace became normalized during the pandemic, and we expect to see these discussions pick up steam as economic headwinds continue in the new year. 

With employees holding many real fears, it’s important for employers to provide their teams with the necessary transparent communication and support needed to keep their teams in good spirits.

Organizations that provide support and programs to assist in overall employee wellness will create a healthy working environment. 

At Talent.com, we provide all employees with a subscription to Dialogue, an integrated platform that provides access to multiple mental health and wellness services and resources, to help ensure the mental well-being of our team.

Other available offerings, such as Lyra Health, provide a comprehensive network of services, including therapy, coaching sessions, and access to guided meditation programs.

The American Psychological Organization has reported that 37% of employees agree that taking advantage of services offered by their workplace contributes to a more positive culture, which ultimately has the potential to lead to better work performance overall. 

Pay transparency will make waves nationwide

Socio-economic issues have taken the news cycle by storm over the past two years, and pay transparency is an issue that we expect to continue making waves nationwide. 

A recent Talent.com study showed that nearly 35% of candidates experienced pay discrimination and over 50% of those were women.

In talking to employees and job seekers, many feel that it’s very difficult to bring up topics such as pay disparities and the issue goes unaddressed—especially when it comes to women and racial minorities.

Salary transparency can help overcome the wage gap and pay discrimination, and this will continue to be talked about as pay transparency laws come into effect.

In fact, now’s a great time to review your overall compensation philosophy and get your organization aligned.

Upskilling will be an area of focus for employers

Conversations surrounding upskilling have taken off in 2022, especially with today’s labor market favoring job seekers.

There are approximately two open roles for every available worker, resulting in employers struggling to acquire top-tier candidates. 

With this in mind, we will see employers positioning upskilling as growth and development opportunities in hopes of attracting and retaining talent. 

Through industry conversations, I’ve gathered that employers are putting a focus on soft skill development, as these are important across all industries and skill levels, as well as updating skills to focus on new technologies and best practices.

This practice of upskilling will also result in existing employees and job candidates feeling as if their professional development goals are a priority to the organization, providing more reason to stay.

Employers will further benefit from this upskilling by developing adept teams that can better contribute to an organization’s success.

Related read: How To Create A Learning And Development Strategy In 7 Steps

Recruiters will lean on benefits to attract top talent

Nearly 60% of applicants consider benefits as an important element to consider during their job search, according to a recent Talent.com report.

Knowing this, and with pay transparency potentially limiting compensation negotiations, we’ll see employers turn to alluring benefit packages to stay competitive in a labor market that favors job seekers.

When speaking to job seekers, enticing benefits, such as access to fertility treatments, mental health services, and increased 401(k) matching, are a few of the many perks they would like to see, and we expect these previously untraditional benefits become much more common in the year to come.

The workforce continues to shift before our eyes, and it’s important to understand the impact of these changes. We encourage employees and employers to think about these five trends and the effect they may have on their business activities.

For more expert insights delivered straight to your inbox, subscribe to the People Managing People newsletter.

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Machine learning is a powerful tool for developing new technologies, such as artificial intelligence and predictive analytics, which can be used in various applications such as security and marketing. There are many advantages to using machine learning, but it is not always perfect. This article will look at some of the benefits that come alongside the use of machine learning technology.

Identifying Patterns

One of the main advantages of machine learning is its ability to analyze large amounts of data and identify trends and patterns that are not apparent to humans. This capability allows it to perform data mining continuously, which is very useful in developing new technologies. Another advantage of machine learning is its ability to identify and interpret patterns and trends quickly.

Automation

With machine learning, you can easily create new technologies without spending a lot of time and effort on every process step. This technology allows machines to make predictions and improve their algorithms. For instance, anti-virus software can be developed using machine learning to identify and prevent threats.

Security Improvements

Due to the rise of web services, the world has become more dependent on them. Machine learning can help improve the efficiency of security teams by allowing them to automate some of the tasks that are usually performed manually.

Keeps Getting Better

One of the most significant advantages of using machine learning is its ability to improve efficiency over time. This technology typically gains more accuracy and efficiency as the amount of data it processes increases. This allows it to develop more effective and efficient programs.

Multipurpose Opportunities

Machine learning can be used in various applications, such as healthcare and e-commerce. With this technology, you can create personalized experiences for your customers while also improving the efficiency of your operations.

Efficiency

Machine learning can help businesses reduce the amount of time spent on repetitive tasks, which benefits both the employees and the industry. For instance, it can perform extensive document searches quickly, which is very useful for legal research and regulatory compliance. These capabilities can also help companies cut down on costs associated with information retrieval.

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Entrepreneurs tend to be horrible when it comes to taking care of themselves. They work long hours and barely leave their desks. If you are still staring at your computer in the middle of the night and suddenly realize that the only thing you ate that day was junk food or takeout, this feeling is likely familiar.

Getting well and managing your health are two of the most important things you should start doing now. To achieve a better, happier, and healthier you, start taking care of yourself with these eight simple steps.

What Is Self Care?

Taking action to improve or preserve one’s health is a concept that refers to taking measures to benefit one’s well-being. Whether it’s drinking extra water or taking a break from your phone before bed, doing something to help one’s mind and body is a core component of self-care.

Learn to Say No

One of the most important lessons people should learn to remember when juggling a hectic schedule is to say no. This will allow them to avoid getting carried away and will enable them to focus on what they’re doing.

Delegation is Key

Another important thing that entrepreneurs should learn is delegation or the art of outsourcing. Instead of focusing on the small tasks that you can easily accomplish in your business, try to focus on innovation. Having a dedicated team will allow you to keep your focus on what you’re doing instead of worrying about the next task. You can also delegate some of the work to your team members if you’ve been training them well.

Stay Healthy

Yet another self-care tip that entrepreneurs should learn is to stay healthy and fit. It’s essential to allow yourself at least thirty minutes of exercise a day, following eight hours of sleep. You can also hire a personal trainer or use a variety of innovative ways to work out at home. 

Spend Time with Friends and Family

Many people may work alone during the early stages of a business’ existence. While it’s beneficial to have a team of one, being isolated can negatively affect one’s mental health. 

Entrepreneurs need to take the necessary steps to address this issue. For many, this will mean making a point of spending time with friends and family. This lesson should last throughout their career, as it is exceptionally healthy.

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In our Office Snacks series we interview members of our community to delve into their varied buffets of experience and come away with juicy insights and ideas.

Join us in our next installment below as Alex Link – Lead Director, HRBP at CVS Health shares his wisdom with us.

We’d love to get to know you better, where are you based?

I live and work out of the smallest state in the USA: Rhode Island. If you’ve never had the chance to visit, yes Rhode Island is in fact a state and not part of New York (a question I’ve received numerous times) and is home to beautiful beaches to visit in the summer, wicked nor’easters come winter, and amazing restaurants to dine at all year.  

How’d you get to where you are today?

I would say my curiosity, drive to continuously learn and zealous push to innovate, partnered with being lucky to have some strong mentors and an amazing leader who recognized my abilities and put me in positions to succeed, are probably what accelerated my ability to get into the HR leadership role I’m in today.  

I’ve zigzagged through numerous HR walks of life—the combination of which has left me uniquely positioned to be successful as an HRBP. I have experience in Labor Relations, Talent Acquisition, Talent Management and Learning and Development. Each role offered new experiences, new knowledge, and new abilities that I was able to bring forward into future roles.   

I think what’s helped me be most successful in my role as an HR Leader is my strong talent development background. Today’s labor market is incredibly competitive. Beyond this, the way we are thinking about work is fundamentally changing with more organizations shifting away from jobs to prioritizing skills, and of course the heavy emergence of hybrid work.

My ability to help develop and lead a talent strategy has probably been the single most important thing that’s helped me get to where I am today.  

How does your typical day look, do you have a set routine you stick to?

Part of the fun of working in HR is that every day brings something totally new and unique – “the best laid plans of mice and men often go awry” could have been written directly with the HR Business Partner role in mind.

So, while I have a routine and usually plan set for each day, it pays we be highly flexible in my approach as I’ll never know what’s dropped on my desk until I’m in the throes of it. 

The challenge with needing to be highly flexible is you need to put up some guardrails, otherwise your work life balance can quickly spiral out of control.

I have a 3 year old daughter, and a 4 month old son, and I’ve built my routines around being able to spend time with them.

This means at the start and end of every work day I have time blocked in my calendar to ensure I can drive my daughter to school in the morning and that I can break right around 5 PM to eat dinner with the kids and do bath time and bed. 

I’d much rather work later in the evening after the kids have gone to sleep than work late and skip my time with them.  

How do you describe your job to others?

This is a tough one—I’m not even sure most of my family and friends truly understand what I do.   

Most simply put, I have the privilege of leading a team of strategic partners to the business leaders we support.  

As HR Business partners, we are strategic thought partners to the leaders we partner with, acting as their trusted advisors to help develop business strategies and align talent related solutions that will allow the business to succeed now and into the future. 

This often means partnering with various HR Centers of Excellences to ensure that my client groups get the appropriate partnership from all various HR teams across the organization (i.e., Talent Acquisition, Compensation, Talent Management, etc.). 

In my role as an HR Leader, I not only have the ability to partner with the business but also help position my team to meet the needs of the organizations we support. 

This includes providing my team with the coaching, development and the support needed to grow and be successful within their roles and their careers.    

What’s your favorite part of your job?

This is much easier—the amazing colleagues I’m lucky enough to work with on my team and beyond. I truly have a spectacular team of colleagues and leaders I work with.  

Beyond this, I’m very passionate about developing others—whether it’s the next wave of HR talent or colleagues and leaders across the organization. There’s nothing more rewarding than seeing someone you’ve helped grow realize their aspirations.

What’s your biggest challenge as an HR leader?

The volume of change we’ve seen over the past couple of years. Change fatigue is real and, as HR leaders, we have the added complexity of needing to not just lead our own HR teams through change, but also help the teams we partner with navigate change.  

What do you think is the biggest misconception around HR?

I think there’s a misconception around HR having all the answers or being a set of hands to delegate to. One of my colleagues jokingly summed up her role as “answering 1000 questions a day.” 

The reality is that many employees (and even leaders) don’t realize the strategic role that we play and the value that we add to the business (all of course while answering numerous questions along the way).  

How has technology impacted the HR world?

One simple change that I’m fascinated with is the enablement of remote HR support via the emergence of strong remote collaboration tools.  

Prior to the COVID-19 pandemic, there was historically a very strong emphasis on HR support being geographically tied to the geography of the leadership team they support.  

I think that COVID-19 taught us all a strong lesson that colleagues and HR professionals can perform at a very high level working in a remote/hybrid environment.

Which are your most-loved tools that help you with your job?

I’m a big fan of Talent Marketplace solutions and how they can be leveraged to help develop colleagues and drive internal mobility. I’ve had great experiences with Fuel50, but there are some other great ones out there as well.

What’s been your most successful initiative to date and why?

I’ve had the opportunity to lead the design, development and delivery of multiple emerging leadership programs, the latest of which is designed to develop our high potential mid-level leaders.  

I think there’s a key few reasons why I’ve had great success with these programs:

1. The first is putting people first. We took a human centered approach to developing the program, going as far as leveraging Human Centered Designers to support the research and design of the program to ensure that it solved for the right problems and truly met the leaders.
   
2. Second, cohort-based development. There’s something magical about getting a room full of high potential leaders together. The energy is palpable, they learn from each other and they build relationships that will continue to benefit all of them as they move into upper echelons of leadership.
   
3. Lastly, investing in developing strong leaders pays dividends. Strong people leaders have the ability to pay their own growth and development forward—they continue to positively impact your company culture, they develop their people and use their learnings to create better outcomes for your business. 

What’s the best piece of advice you’ve ever received?

It sounds cliché, but “don’t let perfection get in the way of progress.” The reality of our work is that it will always be waiting for us when we get to it the next day. As a perfectionist and a zealot for taking care of the leaders I support, the reminder to let progress be good enough when it has to be is an important part of making sure I take care of myself and find balance too.

What do you think is the biggest challenge organizations face in the current labour market?

The war for talent. This problem is much bigger than just the tight labor market and rising wages, especially in certain niche industries.  

Lastly, and most importantly, what’s your favourite office snack?

Popcorn, bar none. 

First of all – if I’m going to snack I want something I can snack on for a while (what’s the fun in snacking if my snack is gone in a minute). Secondly, popcorn is highly versatile – it can be salty, sweet, cheesy, buttery, chocolatey. Perfect for any craving.   

What’s your favorite office snack?

Work in People and Culture? Want to share your ideas?

Applications to be interviewed are open to anyone (yes anyone!) so don’t hesitate to fill in the form for an opportunity to share your knowledge and ideas.

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As lead author of the book, The Secret Sauce for Leading Transformational Change (2022), one thing I have learned is that while people hate change, they hate failure even more.

If you think the past couple of years has been tough with “COVID-craziness,” stay tuned for 2023. I think we can expect to face some big work-related challenges, including four in particular:

• Economic uncertainty
• Hybrid work conflicts
• Wellbeing declines
• Lousy leaders

Economic Uncertainty

Depending on who you believe, this year we will face economic headwinds or a full-blown recession. Whatever the severity, you likely don’t have much control over the economy, but you do have a say in how you prepare for and respond to economic conditions. 

You can run scared or capitalize on others’ paranoia and inaction by prioritizing what matters and spending smart.

Hybrid Work Conflicts

Whether you believe people are more productive and engaged by working together in person or by having the flexibility and freedom to work remotely if they wish, hybrid work is here to stay. 

Most organizations will be looking for the magic mix of when to bring people together face to face and how to accommodate those who want to work from home (or from a mountaintop).

You can face this reality head-on by helping leaders learn how to lead in a distributed work environment, and by supporting talented members of the workforce who need and expect more choices in where, how, when, and with whom they work.

Wellbeing Declines

There is plenty of data to suggest that people are under unprecedented levels of stress and anxiety, which is in turn negatively affecting their mental and physical wellbeing. 

Suicide rates are up, and employee engagement scores are down. Even the most talented, financially secure, and socially well-adjusted people are having a difficult time focusing and completing tasks. 

You can help by showing more empathy for what people may be going through and listening like never before to people’s challenges, hopes, fears, and needs.

Lousy Leaders

What do Elon Musk, Mark Zuckerberg, Harvey Weinstein, Elizabeth Holmes, Sam Bankman-Fried, Vladimir Putin, and Donald Trump have in common? 

Regardless of your political views, what your investment portfolio looks like, or whether you’re tech savvy, these leaders all share at least one thing in common: they believe they’re smarter and more worthy than everyone else. 

They have all proven to be bad leaders who treat other people disrespectfully, think it’s okay to lie, and have attempted to bend or break reality to serve their needs.

There are a lot of great leaders out there too, but bad leaders can do more damage faster than good leaders can overcome the damage. You can make a difference by being a good leader, and not putting up with bad leaders.

So, what do we do about the above four trends, especially when most of us rightfully feel that we don’t or can’t control the underlying causes of the problems?

Here are some things YOU CAN DO PERSONALLY to make a positive difference:

1. Start with truth

Define Reality. Human beings have an almost limitless capacity to deny, deflect, and dismiss facts or data that do not reinforce their preferred view of the internal or external environment. Do not allow others to get away with peddling B.S. and do not permit yourself to fall into the same trap. 

If you don’t know the facts, say so. If you do know the facts, say so. Transparency combined with reality is a powerful antidote to lies and misinformation. So is surrounding yourself with people who are different than you, who don’t all think like you, and who are unlikely to tell you only those things you want to hear. 

Be curious about, and open to, new ideas and diverse people… even if you don’t like or agree with them. 

Most often, the situation we’re dealing with is what it is, and we are where we are. Face it. Deal with it. Don’t hide behind an alternate reality or a false truth. If information makes you feel better, also ask “Is it real?”.

2. Let go of control

Newsflash… CEOs and other leaders are no longer in control of work, the workforce, or the workplace. 

Talented people are in control. 

Increasingly, they’re choosing what they want to do and where, and what they no longer want to do and why. 

Hybrid vs. in-person vs. remote work is only one example of this phenomenon, although it serves as a vivid illustration. 

“The Great Resignation” is a complete mischaracterization of what has been happening in the workplace. 

People are not quitting work or life. They’re quitting work or life with organizations and people they cannot stand, do not respect, or do not believe in.

The talented people who’re leaving aren’t the problem, the organizations and bosses they’re leaving are. 

Watch these individuals re-energize, re-tool, re-skill, re-think, and re-position for the next job, career, and lifestyle.

People want (and are demanding) more flexibility, freedom, trust, and respect in the workplace. 

Offer these things and you will have all the highly talented people you can handle. Fail to do so and be left behind. It’s that simple.

3. Hold leaders accountable 

Being a leader is among the most serious and solemn responsibilities and privileges. It is—or should be—an honor to lead others.

We must identify, prepare, develop, recognize, and reward leaders to do the right job.

Those who treat people with dignity and respect, listen more than they talk, demonstrate empathy, value diversity and inclusion, offer flexibility, coach and teach, model trust and integrity, and deliver results are to be cherished.

Likewise, we need to rehabilitate or fire leaders who do not take their leadership roles seriously or take the people they lead for granted.

Just because someone is a ‘genius’, ‘visionary’, ‘innovator’, ‘disruptor’,  rich or famous does not make them a leader.

In fact, these people may be suspect leaders if they believe they’ve earned the right to be leaders based on those qualifications alone. 

Leadership cannot be assumed or assigned. It must also be earned. What have you done to earn it? Do you bring out the best in other people? Do you have a multiplier effect on their capabilities? Do you make others around you better? 

If so, you are a leader.

4. Reconcile competing priorities

To effectively deal with some of the big challenges we’re facing, we must learn to master paradox, what I call in my book, “The Beauty of And.”

Two seemingly contradictory things can be true at the same time. In fact, when leading transformational change, addressing competing priorities is essential. 

For example, we must use facts and data to make tough decisions but must also appeal to people’s feelings to motivate them to act.

Moving with speed and urgency is essential to building momentum, but we also need to create rhythm to bring others along with us and to keep everyone on the same page. Doing things differently matters a lot when driving change, but we never want to confuse difference with improvement.

Doing things better is much more effective than doing things differently. If you want to make a big difference, work toward big improvement.

As a long-time friend and mentor once taught me, “nothing is impossible for those who don’t have to do it.” If we want to make 2023 a great year, WE HAVE TO DO IT. 

There is no one else who will do it for us. It’s not impossible, but it’s also not inevitable. We need to hate failure more than we hate change. If we do, we will have a terrific 2023!

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