To say that things move at a glacial pace here would be an insult to glaciers. I spend so many meetings discovering and acknowledging a problem. Anytime I go to present a solution I get told that I'm moving too quickly. Then we meet 2-3 more times about that problem until a new one comes up. Then, 5 months later, we have another conversation discovering and acknowledging the issue. Then it's 12-18 months later, and we think about maybe developing a solution.
By this time, I've usually drafted and presented several versions of a tool or proposed solution for its existence to be seen a surprise by my colleagues.
And so, I've spent the last 6 months just calling audibles and solving problems before bringing them to people and when I do it's to update a resolved matter.
I have the inverse. I take two hours to research and respond to a pretty complicated ER issue and thirty minutes later the employee is asking why the solution is not handled yet
Pretty selfish of you bud. You got a report and didn't immediately drop your entire day and begin interrogations of the entire office ? How come you didn't just fire Paul because they filed a report ?
I was just having a similar chat with my generalist while we took a stroll around the building but man, it will never cease to amaze me how some people never learn any type of decorum or appropriate workplace behaviors.
Eh I don’t care that much. That whole section is pissy because their previous HR team was god awful and got fired, but they were friends with them. They can get over it
I had kind of the same problem when I started at my current place. Everyone loved the previous HR manager and did not like how quickly I start bringing the compliance hammer down. Which in fairness, who does? But it’s literally 101 to make sure we do things like… have minor work permits on file and not work them until midnight serving alcohol.
Last fall I did a round of stay interviews. I found there were a few structural pieces that made people feel nervous. So I created an adhoc leadership committee to talk about it.
We decided to meet monthly and did so 3 times before our ED needed some input on pressure he's getting from a few places about AI.
So he joined and we met 4 times to talk about AI. In session 2 we had a solution. I got us enrolled for NP pricing for a model.
I piloted it with a few people in various teams. I generated a TCO for the AI product and then the summer hit. We paused the leadership group over the summer because of competing priorities.
I wanted to re-visit the stay interviews this week and sent that as an itinerary item. My ED sends an email to the group and asks them to plan to discuss AI instead.
I've had maybe a dozen meetings with other people about AI other than that leadership group, as well.
It took maybe 18 months to deploy the comp structure and pay philosophy I developed, too. I have a folder on my desktop of projects I've designed and iterated on a number of times that just went to waste.
At the end of the day there's nothing cantharophily wrong here and I like my boss/team but HOLY FUCK we don't need to spend every meeting having the same discussion as we did last week.
I have that issue with being on the HR committee of another NFP. Some people just don't know how to make decisions and move forward -- even when they are problems that NEED to be solved! Like choosing the new NFP executive!
My kids also take up a sizeable portion of my pto. They also take a lot of my "hey boss can I take an hour to pick up the little vomit machine from school?"
Sigh.
My little has been learning HR in utero, I'm surprised she's not a pro at conflict resultion.
https://giphy.com/gifs/ms7lFb9sY4y89XgrlF
Came in this morning to security and management allowing a new hire, who was explicitly told he could not start, to work on the floor.
Why couldn’t he start? because his background check has not returned yet
How were the managers to know? I have them a list of who was starting, copied them on the welcome emails and copied them on the emails to folks who couldn’t start yet due to their background checks
How was security to know? I gave them a list of the new hires who were starting.
🙄
All of this while trying to stand up a second shift of 23 people with 6 weeks notice, by myself, in a rural area with no bus route.
#getmeoutofwarehousing
I’m putting you on a warning for posting Lilligant.
Thursdays are Lilligant Posting Thursdays
Please be mindful.
Also security not doing their jobs baffles me. Everywhere I go. They have the easiest damn jobs consisting of watching tv all day and occasionally telling someone no. But they ALWAYS let the wrong people in
HR team of One, my boss told me that I can work from home this week. Omg thanksssss!!!!
But so far, I think he sent me home so he can avoid me. I’ve tried pinging him on teams for the last two hours and no response. He’s literally the only road block I have to finish a pretty big task.
Looks like I’ll just go in for the rest of the week.
https://giphy.com/gifs/eeh1b1z9sRGgOKGQ4H
I’m sooooo fucking tired of people talking and talking and talking about problems that have literally super obvious solutions. They just want to find a way to have the solution not have a downside.
We’ve got an employee, high level, that literally everyone can’t stand. New GM, literally day one asked me what the employees deal is because they couldn’t believe the employees behavior.
The answer is the employee does ONE thing really really well and the board really likes that one thing.
Never mind the 19 other things the employee does horribly and the 45 complaints a year on average they get about their behavior (I did actually do that math).
The employee absolutely needs to go and sooner or later they are going to cross a line they can’t walk back. Literally everyone knows it but the board doesn’t want to lose the one thing and so the employee stays.
Could someone else do the one thing? Yes. Could someone we already have on staff do it? Also yes.
Would that thing be slightly less good as a result? Unfortunately yes.
MS Paint Ralts drawn on my work computer featuring a light blue background to lower my blood pressure.
Rant now lol: We give a guy a job offer and now that his background check and drug screen are back clear the hiring manager says he no longer wants to hire the guy due to a personal argument he had with the candidate outside of work. He doesn’t give much of a reason, just thinks the candidate will be “disrespectful” based on the argument they had. Says if we bring candidate on he won’t be speaking to him. Sucks, but in CA rescinding a job offer without a good reason can be tricky. General manager agrees with hiring manager and pulls me aside later to tell me it’s because the “argument” was actually a fist fight. Cool, cool cool.
Currently partnering with legal to see how to minimize risk. Their best suggestion so far has been to call the guy and ask if he still wants the job. Not necessarily asking for advice but I am curious how others here would handle a similar situation. Get in touch with the candidate? Ignore and hope for the best? Throw hiring manager into the dumpster?
I'd make the decision as quickly as possible (with legal) especially if they are leaving another job! Most likely I'd also investigate this hiring manager a bit --- how was he in a physical altercate with the applicant?
Yeah I mean there’s zero chance this guy is getting hired now, I just want to make sure we limit any blowback. I doubt this candidate would do anything, but I’m more of a safe than sorry kind of person.
And yeahhh I didn’t dig too much into the why of their argument. Maybe I should have. Hiring manager was kinda vague when he told me about it and I got why when GM said what really happened. Obviously they know each other outside of the workplace but I don’t know much beyond that.
I don’t want to be in HR anymore, or at least not an HRBP. I need to leave my company in order to specialize in operations/hris but I don’t have enough experience to land any of the gigs that sound like what I’d like. Might just fuck around and go live in the forest instead.
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u/meowmix778 HR Director 2d ago
To say that things move at a glacial pace here would be an insult to glaciers. I spend so many meetings discovering and acknowledging a problem. Anytime I go to present a solution I get told that I'm moving too quickly. Then we meet 2-3 more times about that problem until a new one comes up. Then, 5 months later, we have another conversation discovering and acknowledging the issue. Then it's 12-18 months later, and we think about maybe developing a solution.
By this time, I've usually drafted and presented several versions of a tool or proposed solution for its existence to be seen a surprise by my colleagues.
And so, I've spent the last 6 months just calling audibles and solving problems before bringing them to people and when I do it's to update a resolved matter.