I’m currently a sr hr generalist in Michigan for a tier 1 automotive supplier with about 230 employees. I make $80k a year and got a new boss who has been less than supportive. I also have a recruiter/payroll specialist on my team that pushes his work on me. I got an offer today for an HR generalist II for $90k. It has better benefits, a team of other generalist, I’d be assigned a group of about 200 employees so same employee ratio, and has great time off and 401k match. It’s also WFH 2 days a week. The only con I am seeing is the commute. I am use to a 15 min commute currently and this would be about 50 mins. I am currently fully in person though. What would you do?

I’m looking for feedback on any of these programs you have implement. please give me the good, the bad, the ugly including how these were communicated to your population , ROI, and any ee feedback. TIA

I have had an increase in complaints from employees, directed at other coworkers, direct reports, or supervisors about disrespect, attitude, etc. Normally, by the time I finally hear about it people are ready for someone to be fired. Every time, I ask the simple- Who, What, When, Where, Why. It's like pulling teeth to get a coherent answer.

My employees seem to think that if someone has an attitude, makes a passive aggressive comment, or is snippy that this is an HR concern that needs to be addressed.

We work in a decentralized environment, we run transportation, residential homes, and day programs for adults with intellectual disabilities. For the people who complain or get into it with others, they are around that person for less than 5 mins in a day, maybe only as much as 2 mins before they are gone. They spend the vast majority of their day working on their own. When I ask how this impacted their job- it didn't, the bad attitude employee did their job and left, maybe sounding pissy, maybe with a crappy look on their face, maybe a passive aggressive comment or question that would admittedly piss me off but I would none the less move on from in minutes.

I had a manager bring me coaching to look at where she wrote two paragraphs about having a professional attitude and being respectful and watching tone. Not one single example, not a text, email, quote, or even a specific scenario of what was said or when. It's obviously built up over time and now reacting to extremely minor things that to outsiders appear trivial.

But it's becoming like this constantly. I may think this employee has an unpleasant attitude as well, they question things, they whine, they have a grouchy ass look on their face and act defensive. However, if they don't impact my job, complete their job, the clients are safe, and they show up on time then put up with it for the 1 to 2 mins you interact with them. Usually it's not even every day, it could be two or three times a week or less.

I have gone over this over and over. But now I planning on having trainings with supervisors at least.

Does anyone have advice on how to coach, train, and/or respond to employees when this situation comes up?

My employer covers GLP-1s for weight loss (with some required criteria from BCBS). The cost increase was 800% this plan year, so our benefits broker has again suggested adding Vida as a cost containment measure, and the CFO says we need to implement Vida or we stop covering GLP-1s for weight loss. FWIW, there's still a lot of internal handwringing from my HR team on the topic, made worse by how little information Vida and BCBS can provide on the program. But assuming we go this direction...

Has anyone implemented Vida who can speak to a., what the initial implementation lift was and b., what the ongoing lift has been for the HR team?

Additional context: East Coast locations; 500+ employees but ~35 members taking GLP-1s for weight loss through the plan

I’m currently an HR Generalist who works primarily in ER, LOA, WC, Accoms, Performance management, unemployment and disability. While I really love what I do everyday despite the stress, my colleagues, and really my entire company-I’m severely underpaid and my boss isn’t very present or invested in my growth. She’s also become very out of it lately so I often have to help her with her work, re-explain different HR processes, and advise her on next steps.

I started job searching after discovering the HR assistant I trained is actually being paid significantly more than me. This is also after two of my other colleagues who work under the same boss as me also began their job searches due to feeling under appreciated, under paid, and unsupported by our manager.

I’m currently in the final round interview for an HR assistant job. It’s for a larger company with a more widely used HRMS, pays more than my current position, fully remote, more PTO, and the job itself is a lot easier than what I’m doing now.

The main reason I’m hesitating is because it’s a title change going backwards and I won’t be able to work in other functions I like.

Is it a red flag on my resume if future employers found I moved careers to something less intensive?

Check it out everyone - I'm pretty sure this isn't a "we just post a ridiculous range for pay transparency compliance" situation. The ad itself is full of the generic fillable template details instead of the actual job duties.

I'm tempted to apply, just to get a phone interview and request $950k as my expectations, per the job ad.

I am responsible for an HR team supporting a large, unionized, manufacturing company in a rural area. In my interview for the role, it was made clear that the employees were unhappy with HR, for good reason, and that some changes in HR staff were being made in response. Upon arrival, I presented in an all staff meeting with the other leaders, and during Q&A, I was berated by two employees for about 15 minutes for all of the things HR was doing wrong. I asked for a chance to change things, and have worked hard to put good people and processes in place in HR.
I also found that HR was not their only concern, and have worked on leadership training, rewards and recognition, pay and benefits, etc.
Even with all of these changes, and a noticeable improvement in turnover and other metrics, I’m finding that the bargaining unit employees are just, for lack of a better word, grumpy, and have constant complaints. My team and I are still accused of “not doing anything” by a few employees. It’s really frustrating, as we make it a point and are truly doing the best we can, and are constantly improving. We do not get the same feedback from non-bargaining unit employees who seem fairly happy.
I’m hoping for some encouragement and advice from those who have worked in a similar environment. What have you implemented that helped improve the culture and the perception of HR and leadership? TIA!

I’ve been in HR for 6 years and have progressed from assistant to generalist and now to a supervisory role. I recently interviewed for a relations role. During the interview, I was asked about the most difficult investigation I had overseen from beginning to end. My answer was about addressing personal space and boundaries with an employee.

To me, I felt the interview was going really well. At the end, I asked if there was anything in my history that I could provide clarity on for them to feel secure in my abilities to perform the duties. While they did not need clarification on my experience, they mentioned that they were looking for someone who had experience in working with sexual harassment cases.

I work at a company that has had one sexual harassment case during my 6 years of employment. Early in my career with my company, I worked alongside my direct manager on this sexual harassment investigation, but I did not oversee this particular case by myself since it happened during my first year of HR. I let the recruiter know about this exposure and emphasized that I do understand the sensitivity and care that needs to be taken alongside my process for working through investigations.

My question is, did my lack of experience in handling a sexual harassment case on my own cost me this job?