People Analytics

Dive into a riveting dialogue with HR Director, Collin Gehl, as we navigate the terrains of workplace safety, self-care, and diversity. Discover how Say Yes to Education shapes a resilient and supportive environment amidst crises and the role of HR in fostering growth and opportunity.

Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Employee support exceeds the punishment.
• Self-care as a personalized strategy.
• Diversity fuels organizational success.
• Addressing trauma in HR practices.
• Communication key in HR development.

Resources:

• Staff Geek 
• Say Yes Buffalo

Connect with Collin Gehl:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 00:45 - We embed self-care in everything that we do. So including our supervision. So we've created policies and procedures that have helped to set up success for our full team. And as part of embedding self-care and everything we do, including supervision, if we've noted a slip in a performance, we're not quick to sort of penalize someone or assume that someone is being lazy.
• 6:30 - I encourage, you know, our staff, you know, whether or not they're here to take actual, take a break, walk away, you go for a walk. And we have about 60% of our staff are school-based. So they are, their offices are in Buffalo Public Schools because they're doing a lot of support for the students in Buffalo. And so, you know, I encourage, you know, those individuals, whatever you need to do in order to sort of take some time away during your day, at least do at least take them 30 minutes. 
• 10:41 - We all are committed to the vision of our organization and our missions of our organization, really all about sort of helping to support students in Buffalo to be able to reach their full potential, whatever that looks like. And because we are all committed to that mission, it doesn't matter that we are, you know, that we're different. We all are working towards that mission and we're able to be successful because we have these different perspectives but we all have that same goal. And how we get there may differ, but we all have that same goal. We're all gonna reach it.
• 25:05 - It really fascinates me with these organizations that are so punitive towards their team, you know, where they just, they try to do things based on fear or  you know, when someone says, you know, they're, look, they might be looking for another opportunity, they get all upset. And I'm like, why?
• 13:13 - That was a surprise. Someone that I had done a presentation to a class at a local university like five years ago. And this person reached out to me and said, I remember when you gave your presentation, I had, would you mind allowing one of my students to shadow you for a day? And I said, sure, sure. You know, send him in. And he came in, he just love say Yes, he loved the vibe. And he was like, oh, I would love to like stay, like, do you have any openings?

Dive into the world of HR with Shane Fisher, Director of Human Resources at Built Brands, as he shares his inspirational journey in employee development and the creation of a dream company culture at Built Brands. Get ready to discover the power of 'giving them pie' and the success stories that define the heart of HR.

Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Shane Fisher's late HR start
• Developing Built's company culture
• Creating the Built Leadership Academy
• Staff empowerment and investment
• Shane's success story in HR

Resources:

• Built Brands
• StaffGeek 

Connect with Shane Fisher:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 8:08 - I think I, I wanna build a leadership academy. And she was like, do it. You know, she was just like, do it, it's yours. Go. And so I was like, alright. And so, you know, the Built Leadership and Development Academy came to life.
• 9:15-  It's so cool, just in this past course, you know, we had individuals who came back the following week and they were like, I was looking over my team and this person has this leadership style, and this person has this leadership style, and I think if I help them to develop that, then they're gonna be great in this position. And, you know, I almost like turned around and cried. I was like, oh my gosh. You know, it works.
• 14:01 - We realized being a manufacturing company, you know, we have our day shift, we have our swing shift. And so we came to the realization that not everyone's gonna be there at 10 o'clock or one o'clock. So we actually have three courses now. So we have a one o'clock for the day shift, we have a three 30 for the afternoon shift, and then we come in later at like seven or eight at night for our later shifts.
•  22:31 - If you don't have a positive culture, if you don't have people who really want to be here, who believe in the company, then how would those people ever benefit Built, you know, by focusing on them and, and helping them hit those goals and have that happiness and be successful and you know, go and see our product on the shelves and be like, that's what I do. I've made that. That's, that's how we benefit that. That's always got, you know, the best interest of built and the best interest of our team members.

Join us as Jodie Cenci, HR Director at Primary, shares her deeply personal journey with chronic illness and disability. From uncertain diagnoses to discovering fibromyalgia, Jody opens up about the transformative power of workplace flexibility and representation. Her story is a masterclass on empathy, resilience, and advocacy for inclusive work cultures.

Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Jody's struggle with an invisible illness
• Fibromyalgia's daily impact on work
•  The importance of workplace flexibility
• Navigating HR while managing disability
• Building supportive company cultures

Resources:

• Primary
• StaffGeek 

Connect with Jodie Cenci:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 2:28 - It still really amazes and saddens me how little representation we have of people with disabilities. So I think it is so important. And if me as a kid, if I could have seen something like that, I can't even imagine what that would've done for my confidence to just know that like, this isn't just something that's happening to me, there are other kids like me. So it feels really special being able to work with a company that's moving that message forward.
• 6:46 -  I'm an HR team of one. So I was playing both the role of HR and disabled employee in my own interactive process, which I was having with my managers who also happened to be the CEOs and Co-founders of my company. So like there was just nothing normal about like how any of this was happening. Layer on top of that, like for all of the HR people listening, we were about a week away from mid-year reviews and a month away from open enrollment. So like, the idea of going on leave just seemed like completely impossible, but also seemingly very unemployable. Like, but how do you do reviews in open enrollment with no HR?
• 16:26 -  I think it's also true with a lot of disabilities, and it's certainly true with fibromyalgia, that my disability varies day to day, sometimes even hour to hour. You know, like yesterday I had a great day and I barely remembered that I had fibromyalgia, but a different day, like last week, I had a day that I kind of could tell from the get-go was not gonna end as a good day because I had a lot of meetings and sure enough, by the end of it, like unfortunately it was an interview and I was like trying my best to keep it together, but like my brain fog was real and, you know, that was a struggle. And some days I don't have enough control over my calendar to be able to prevent it and I kind of just have to like now address it head-on.
• 18:47 - I will say, so like being in HR, not only do I typically drink the Kool-Aid like I'm usually the one pouring it. Like my level of engagement is usually very high and I will say it's never been higher than it is right now. And that is the power of treating your employees like the people that they are and letting them kind of work through these things.
• 24:42 - So far, like, okay, I did get like a pretty nice voice control software, but like my hand pain's pretty bad, but like the first thing I asked for was a $25 mouse. And I was afraid to ask for that because like, I was afraid to use any budget. So like there's just things that like we can do to make this process less scary. And maybe that's because like I have HR brain of like always thinking about like, you know, HR is a cost center, how am I gonna frame this, you know, as value add. I'm like, I just need a new mouse. So it's certainly opened my eyes to what the accommodation process is really like.

Get insider HR wisdom as Nikesha Madison Director of Human Resources at The Raley’s Companies, dives into the dynamics of merging teams, fostering partnerships, and building trust within an organization. From impactful leadership to cultural integration during acquisitions, this episode is a goldmine for anyone passionate about creating a supportive, community-focused work environment.

Here are a few of the topics we’ll discuss on this episode of People Analytics:

• HR's role in strategic partnership
• Change management in mergers
• Transparency breeds trust at work
• Celebrating achievements in HR
• Continuous learning in HR leadership

Resources:

• The Raley’s Companies
• StaffGeek 

Connect with Nikesha Madison:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 15:55 - It's important to acknowledge what we've achieved. You know, we all work together. We have goals that are set out in front of us, and it's important to recognize those achievements and to celebrate them so that we are all motivated to keep going. I think celebrating your achievements motivates you to achieve more.
• 17:36 - I would say to leaders to be open and honest, but also to be, have an open door for people to ask questions. So I think it's important that team members feel that they can initiate a conversation around what they're feeling and not just when a leader comes to them. And then for those who are not in leadership, I would say don't be afraid to ask questions. It's hard, as a leader, to always know exactly what everybody wants to hear and know. So I would encourage people to ask questions.
• 06:34 -  So when it comes to combining two teams, is really, that's kind of what an acquisition or a merger is, right? You have, you know, a team here and a team there, and you're really wanting them to operate as one team. And so one of the things that I've seen is that you wanna look at what both areas are doing and take the best practices from each and that, you know, kind of creating a dynamic where you're doing, you know, really, really good things now because you've taken best practices from both sides. So, but change is hard, right? And it's, it's really hard for people to step away from things or habits that they've created over time. So really being sensitive and attentive to the change management dynamic of combining any two teams and communicating the why around any particular thing or idea is really, really important. Because people wanna see the benefit of a change. They don't wanna just change for the sake of changing that doesn't feel good, but understanding why that is, is very important. So I like to make sure that we communicate why we're doing things.
• 03:25 - I wanna know from that person what is the ultimate goal? What are you looking to do, how and how I can help achieve that. And then really kind of just laying out the options as I see them based on the policies of the company or the laws that are applicable and just kind of laying out like the if then scenarios, like, if you do this, then this may happen, and then have them make the decision
• 1:19 - So partnership is very important in an HR role because a lot of times the perception is that HR is there as kind of a policing agent, but really we wanna be a partner, we wanna be a thought partner on strategy. We want to be there not to create a hurdle, but to help you identify risk and then come alongside you to meet the goals that you've set for the organization. And when I say you, I mean our operational partners. We also, in my role, partner very closely with some of our other stakeholders in the organization, such as our security or asset protection department, because we are both responsible for ensuring the physical and emotional safety of our team members.

In this episode, Lindsay Patton interviews Amanda Zouroudis, the Director of Human Resources at Shipium. They discuss the changing role of Human Resources and the importance of building trust in the workplace. Amanda shares her journey into Human Resources, the transition from a startup to a larger organization, and her strategies for understanding and supporting employees. She highlights the need for Human Resources professionals to be hands-on, business-oriented, and data-driven. Additionally, Amanda emphasizes the significance of building trust through active listening, open dialogue, and a focus on individual needs.

Amanda Zouroudis has ascended the ranks of Human Resources leadership over her career, currently steering the ship as the Director of Human Resources at Shipium. With dedication and a relentless pursuit of excellence, she's spent over a decade shaping workplaces and nurturing talent, from sunny Miami to leading the charge in remote Human Resources initiatives, making her an inspiration in the world of Human Resources. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Building trust in the workplace involves demonstrating that HR understands individual department needs and acts as a strategic partner.
• Lack of structure in a remote environment can be challenging for some.
• Different stages of a startup require different levels of adaptability.
• The importance of having open conversations to uncover the root cause of dissatisfaction.
• Supporting employees through transitions involves offering various forms of assistance.
• Being present and available for someone during their transition is a valuable and compassionate act.
• Personalized follow-ups and check-ins demonstrate care and concern for individuals facing career challenges.

Resources:

• Shipium
• StaffGeek 

Connect with Amanda Zouroudis:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 01:21 - “Understanding what makes the business successful, what the business needs, looking more future forward and strategically and holistically as to what are the gaps? Where's the business trying to go? How can we leverage our people and bringing in the right people to further expand the goals of the company so that everyone there can be successful. I think it's really important that, we consistently as HR professionals work on kind of revamping our relationships and our own kind of branding so that people can see us as a partner versus as just kind of like that negative, you know, I only see you when I'm hired and fired type of dynamic. And in a lot of startups and smaller companies, you don't necessarily have that dynamic.”
• 02:09 - “But I do think it's really important that as HR gets more visibility at the table for executive teams and decision-making, that we really understand the business and bring data so that we can justify why we're making recommendations or why we're, we're pushing forward strategies that align to the greater business cause.”
• 09:13 - “I'm not just here to police people on their time off or move people out or be super cutthroat about performance management. Does HR have to handle all of those things? But I think there's a way you can approach all of those things. And it always starts with having the right relationship, so you can partner with people, even if it's folks that maybe aren't the right fit or possibly are off track for what the expectations are. And I think that's where you can leverage your relationship to have not just positive conversations, but to have open dialogue around things that sometimes are more difficult to talk about.”
• 16:20 - “I feel like in the HR role, it's unique in that you kind of get to know all three of those things or more facets really. Like we represent the business. And we need to ensure the business succeeds, but that all rides on the people that are in place. So I don't want to call it pressure, but some of the importance of figuring out, do you have the right person in the role, is really understanding that person and their perspective and their relationships within their realm of the business. And it's also making sure you don't just gloss over something and you really give someone an opportunity to explain what's happening for them.”
• 23:25 - “So what we did is we pretty much set up like mini workshops where people could sign up who were in the layoff. We helped them rewrite their resumes. There was a couple of people that did like practice interviews with my worker. We actively were basically like scouring and forwarding job links and sharing our networks and like warm introducing folks to companies that we're hiring.”

In this episode, Dalamu Sherpa, HR Director at I’RAISE Girls and Boys International Corporation, shares her unconventional journey into HR and her commitment to mentoring interns. Dalamu discusses her experience starting as an intern in a mall and her relentless pursuit of HR knowledge. She emphasizes the value of resources in career growth and the importance of support in the workplace. She also shares her approach to training interns in HR, creating engaging newsletters, and promoting transparency as a way to humanize the field of human resources.

Dalamu Sherpa is a dedicated HR professional and current Master in Management student at Fordham University Gabelli School of Business. With a passion for cultivating positive workplace cultures and fostering employee well-being, Dalamu has over two years of experience as a Director of Human Resources at a New York City non-profit, where she leads various HR initiatives and mentors students in the field. Outside of work, Dalamu is an outdoor enthusiast and enjoys volunteering as an Ice Skating Coach, embodying the importance of work-life balance. Here are a few of the topics we’ll discuss on this episode of People Analytics Podcast:

• Dalamu's HR journey began as an intern at an ice skating rink in a mall, where she discovered her passion for human resources.
• Despite not initially landing an internship, Dalamu persevered and found an unpaid HR internship at I’RAISE Girls and Boys International Corporation.
• Dalamu emphasizes the importance of continuous learning and shares her involvement in various training and certification programs.
• As an HR Director, Dalamu takes pride in mentoring interns, providing shadowing opportunities, and preparing them for success in the HR field.
• Teaching interns about the full recruitment process and using AI tools for drafting job descriptions.
• Designing newsletters using Canva to keep employees informed and engaged.
• Emphasizing the importance of education for leaders to understand trends and stakeholders' values.

Resources:

• I’RAISE Girls and Boys International Corporation
• StaffGeek 

Connect with Dalamu Sherpa:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 08:54 - “I have three at the moment who intern with me for either three months or six months, depending on the program that they're doing. I usually like to ask them, what's your preferred timeline? Right? What's your preferred timeline? What is your availability like? So that they have that nice flexibility going on. And as their supervisor, I like to make sure that they're learning about the human resource field. So it's like a shadowing. I like to give them shadowing opportunities and like just allowing them to ask me questions. And I also like to just do either one-on-one training or group training. And it just becomes like a teamwork effort of learning together.”
• 17:28 - “So newsletters, we started launching it this year, let's call it launching, right? We started launching it this year. It's been six months now. The newsletter has been really helpful with not only like keeping the employees, but also like the volunteers, contractors and interns informed about what is going on with the organization, what are the trends that's happening, what is the policy change that might be happening, right? So just making sure that everything is up-to-date, that we are being transparent about what is happening with the organization, if there's any hands-on opportunities that might be happening, making sure we share that.”
• 15:46 - “It doesn't always have to be like Google searching and being strict about like, “oh no, I cannot use AI at all”. But, rather having them just feel free to use AI to be able to draft the, the descriptions, making job postings, anything like that. But it's just like that whole HR but like the administrative part that I like to train them about. And then I also, we also do newsletters together, designing newsletters, using Canva and doing layouts or sending out like mass newsletters or mass email through the emails.”
• 19:32 - “In the newsletter, we have left this spot that says, “give us a feedback”. Give us feedback. We think about the newsletter and by just emailing the HR team. So we have had a couple of staff members let us know, “oh, the newsletter is very engaging”, “Oh, thank you so much. This is so informative”. So even if not all staff have to respond, not all team members have to respond, but just those comments have been so valuable and just letting us know, hey, we are doing a good job.”
• 22:56 - “So for our organization, one of the things that I have been working on and that I am promoting is, which I think it already happens everywhere, transparency. Transparency and what is happening with the organization? What are we planning to do? Making sure that we keep our employees informed. And just for them to not only feel, but for them to know that we care about you and the newsletter helps with that part a bit. And also, you know, like when employees have any concerns going on, being available for them. So whether it is like email communication, phone communication, making sure that I let them know, “Hey, I'm here for you”.”

In this episode, Kate Walker an HR Specialist and the Founder and CEO of Kate Walker Consulting. Kate shares her wisdom and experiences, discussing the importance of learning from mistakes and the service-oriented nature of HR. She also addresses the stigma surrounding the industry and highlights successful initiatives she has implemented. Additionally, the episode delves into the benefits of engagement surveys in revolutionizing companies by improving communication, cultivating feedback, and creating a stronger workplace. Finally, she talks about her work as an HR consultant and empowers women to take chances and go after their goals.

Kate Walker, SPHR, SHRM-SCP, an accomplished Leadership Consultant and HR expert, is the Founder and CEO of Kate Walker Consulting. With a career spanning several renowned global companies, including Nintendo and the United States Tennis Association, she possesses a wealth of experience in optimizing leadership, talent strategies, and human resources. Her journey culminated in becoming a published author, cementing her status as an authority on executive leadership, personal branding, and speaking to influence. In her upcoming masterclass, Kate Walker unveils the key steps that transformed her dreams into a published book, sharing invaluable insights on achieving career milestones and embracing self-empowerment. Here are a few of the topics we’ll discuss on this episode of People Analytics Podcast:

• The HR industry is rooted in service, with professionals helping individuals navigate various aspects of their careers and lives.
• The perception of HR is shifting, with the emphasis now placed on HR professionals being partners and collaborators, rather than enforcers.
• Successful HR initiatives often involve team engagement exercises, such as SWOT analyses, to gather diverse perspectives and drive actionable solutions.
• Refreshing and revamping company meetings can greatly enhance communication and engagement.
• Kate's book is set to release on October 24th and she is using this time to build excitement and anticipation.
• She is feeling a mix of emotions during this time, from empowerment and excitement to moments of doubt and vulnerability.

Resources:

• Kate Walker Consulting
• StaffGeek 

Connect with Kate Walker:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 00:25 - “I've always been service-oriented, but at this point in my career, my “why” is taking all of my knowledge, all of my wisdom, all of my learnings, all of the things. And in my career, I've seen behind the curtain, in the C-suite behind closed doors, taking all of that information and sharing it with people, letting them know the answers to their questions or burning questions.”
• 03:25 - “Coming to HR and we're servicing people, we're helping people. And people coming to HR have small questions or have really large life-impacting questions. We're talking about their career, we're talking about their life, we're talking about their compensation, we're talking about maybe they're taking a job with the company and they've got to move cross-country. The questions that come into an HR department are endless. And I loved it. I really loved when someone felt like they had been successfully helped, or the family got the information that they needed, or they got some information or advice that would help them in their career.”
• 07:00 - “I feel like the industry is shifting a little bit in that you do see HR as a partner. And I think that that's so important. I know I want to be seen as a partner when I'm in this work. I don't want to be seen as the HR police. I think you and I talked about in an earlier conversation, that's not how I want to operate. So I know when I'm in an HR culture, I'm on an HR team in an HR division, I really want the vision for that work to be partnership and not the HR sheriff.”
• 09:56 - “That's another tool that I really am very fond of. Our engagement surveys, company-wide engagement surveys, which can also be called pulse checks, where we're really getting a temperature for the company, their thoughts on how's leadership going? How's your personal development or your professional development going? What are your thoughts on the benefits? So there's a wide variety of questions that we can ask in an engagement survey where we can get back the quantitative data, we can get “75% of the company feels this way” as well as qualitative data. I love qualitative data because that's really like the rich data where people share their perspectives and points of view.”
• 13:30 - “So that's something I think companies need to be mindful of, what surveys are we doing at the company? How often, what's the cadence? So I think for a company-wide engagement survey, I'd recommend once a year to do an engagement survey because then people know we can also measure the results year over year. So I think that you don't want to give people survey fatigue and then you need to know what are we asking and why, what are we getting at? And certainly you don't want to ask questions that you would never be able to work on or fix.”

In this episode, John Petrusa, the Human Resources Director at Wiers, talks about the intriguing field of analytics in HR. John shares his journey into analytics and emphasizes the merging of analytics and people. He highlights the importance of statistics in leveraging HR data for organizational success. Additionally, John discusses the significance of storytelling in data analytics and its impact on businesses. He also delves into the servant leadership model and how it can revolutionize the way organizations operate. This episode encourages HR professionals to become advocates rather than mere enforcers and offers valuable insights for using HR analytics to help organizations thrive. 

John Petrusa's career trajectory in human resources has been distinguished by his pursuit of excellence. With a foundation in psychology and a Master's in Human Resources from Loyola University Chicago, he's honed his skills through key positions such as Chief HR Strategist at Taylor Group Insurance Agency, fostering a full-service HR consulting practice, and as an Adjunct Instructor at Loyola University Chicago. Currently serving as the Human Resources Director at Wiers in Indianapolis, Indiana, since May 2023. John leads HR strategies, utilizing his extensive background to make a significant impact on the organization's workforce, culture, and performance. Here are a few of the topics we’ll discuss on this episode of People Analytics Podcast:

• John's fascination with math and statistics from high school led him to explore analytics in Human Resources.
• Quality control has allowed John to apply statistical knowledge to HR, enabling him to demonstrate the value of HR to an organization.
• Understanding the “why” behind red flags in analytics is crucial for improvement and problem-solving.
• Trust, empathy, and autonomy are essential components of high-performing organizations.
• HR professionals should embrace HR analytics and compelling stories.
• Being an advocate, rather than an HR cop, can lead to success.

Resources:

• Wiers
• StaffGeek 

Connect with John Petrusa:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 08:27 - “And what makes up good research is good data. And the validity of good data. And so, part of the class was helping students understand what that is and what those scores are telling them about what is good research so that they could take that research and apply it to their organizations. So being able to understand what statistics is really telling you about validity is important.”
• 10:20 - “My message to my students was that if you want to sit at the big table… Everybody wants to sit at the big table. They want to be involved in the room where it happens. So I said, finance people are talking about forecasting and projections, marketing, sales forecasting, projections. You have got to be able to do that if you're sitting there at the table. So talking in the language of statistics, forecasting and projecting where the HR world is for an organization is critical to being able to be accepted, in my opinion, at the big table. So that's the language of businesses data.”
• 12:00 - “So [HR] can track all that data and project out into the future where that's likely to go. How many males, how many females, how many ethnicities and all like that to be able to project out what that demographic picture's gonna look like for our future. And then for me, I would like to take that and expand that sort of analytics to include things like skills. So skills inventory within my organization, how many technicians, how many practitioners, how many individual contractors, what are their skill levels today. And I'm projecting out into the future what that need is going to be.”
• 19:05 - “I think it's just simply called Servant Leadership. And it's about creating this organizational structure around an inverted triangle. So most organizations picture a triangle with the CEO at the top of the pyramid, and the lesser people at the bottom of the pyramid and Greenleaf said “no, that's not the way it's supposed to work”. The CEOs or the leadership of organizations need to exist so that the rest of the organization can function in a way that serves customers at its top. Because that's where the magic happens.”
• 25:26 - “But the point is that I see very many people who don't understand that they've got the power to solve problems, whether it's HR or whether it's sales, finance, customer service. They don't feel like they've got the power to be able to fix things, which is a shame in my opinion. So for me, in my HR team, I've always told people that they've got more ability than perhaps they even know, even see in themselves. And so that issue of empowerment within that servant leadership model is a powerful driver.”

In this episode, Francisca Manning, the HR Director of LCS Facility Group, about the unique challenges and successes of working in HR within a manufacturing environment. Francisca shares her experiences with union regulations, safety protocols, and navigating a male-dominated industry. She discusses the importance of building and strengthening relationships, observing group dynamics, and supporting individual workers through training and encouragement. Francisca also shares insights on finding confidence through learning from past experiences, finding inspiration from podcasts and TED Talks, and setting new goals to keep progressing in his work.

Francisca Manning is an accomplished Human Resources Professional with a proven track record in team building and recruitment, specializing in manufacturing. Currently serving as the Human Resources Director at LCS Facility Group, Francisca brings her creative leadership and SHRM certification to drive success in her role. With a background in guiding HR functions, coaching, and employee development, she has actively partnered with local unions and led safety and training initiatives. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Challenges of working in a unionized manufacturing environment
• How Francisca's background in manufacturing gave him a leg up in the HR world
• Navigating a male-dominated industry and developing a thick skin
• Learning from past experiences and finding inspiration from podcasts like TED Talks.
• Building relationships and establishing trust from day one in manufacturing.
• Engaging with staff on the manufacturing floor to improve efficiency and safety.
• Encouraging individual workers to succeed through training and support.

Resources:

• LCS Facility Group
• StaffGeek 

Connect with Francisca Manning:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 12:11 - “When you're dealing with sort of 85% male-dominated population, they tend to get information from you or maybe they see you as a pushover because you're a woman and try to sort of appeal to that particular side of you as well too. So you have got to see it for what it is: trying to get favors or trying to get sort of things from you when it's not, it's not feasible obviously, so you have to develop that sort of thick skin and, when it's a no, it's a no and try to develop that sort of other side of you where you understand that you are working with adults and that they cannot sort of try and try to push you over just because you're a woman”
• 03:48 - “There's a lot of challenges that come with working in manufacturing. A lot of them have to do with working in a union environment. Not every single facility is union, but the ones that I worked in were heavily unioned as well too. So getting to know sort of like the collective agreement and sort of working with the union reps and the shop stewards as well and the population overall.”
• 16:25 - “I am very straightforward and I'm very loyal and very passionate of what I do. Very detail-oriented and very focused. So I know when I come into a position or even part of it, an actual company, I develop a plan and I see a through. And if once that plan comes to the end, then I develop a new set of goals for myself, sort of, it keeps me going that way and that's, that's who I am”
• 13:06 - “For me personally, I noticed that communication is a little bit more direct and that's kind of shaped how I communicate. And I noticed that there is that expectation for women to add more exclamation points in emails and have their language be a little bit more flowery. But I found that because my communication is direct, people have had a problem with that.”
• 17:20 - Lindsay: “Tell me about what relationship building is like in manufacturing.”
  Francisca: “It's such an important piece when you're starting a new company or you're coming into a new sort of group, they don't know who you are, so you have to start establishing yourself from the very beginning, like day one. You have got to start sort of treating the employees and the managers and supervisors and everybody above sort of in a certain way that they understand that you're trying to sort of not come in to do the overall changes, from the very beginning, but try to sort of work with what they have at the very beginning, understand them, and then provide certain solutions along the way.”

In this episode, HR Director Katia Olivera discusses the importance of understanding the "why" in HR and the need for curiosity in creating a positive work environment. She shares her experience in talent acquisition, employee relations, and change management, highlighting the benefits of helping managers understand the business and fostering growth within teams. Katia also emphasizes the value of curiosity in leadership, communication, and collaboration, and shares strategies for balancing curiosity without being confrontational.

Katia Olivera is an accomplished HR professional with a wealth of experience spanning various roles and industries. Currently serving as the Director of HR at TextUs, Katia has a track record of success in leadership, employee development, and creating inclusive cultures. Her career journey includes roles at companies like Uplight and Zayo Group, where she made significant contributions in areas such as mergers and acquisitions, diversity and inclusion, and recruitment. Katia holds a Bachelor's degree in International Affairs and Economics from the University of Colorado Boulder, and she's known for her strategic HR insights and commitment to driving organizational success. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• Surveys play a significant role in gathering insights and improving communication within the team.
• Flexibility and understanding each other's perspectives contribute to a better working experience for everyone.
• Being playful and using phrases like "help me understand" can make curiosity more approachable.
• Building strong relationships and trust allows for more open and vulnerable conversations.
• HR's role is evolving from rule-making to helping employees succeed and creating a sense of community.
• Growth is a two-way process, with everyone having the potential to learn and grow from each other.
• Asking questions can help us better understand and explore various topics.

Resources:

• TextUs
• StaffGeek 

Connect with Katia Olivera:

• LinkedIn

Connect with our host, Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 02:41 - “I think early on in my career, to be quite honest, I worked at an organization that didn't necessarily explain to the team why they were doing things. And it was just more of a “hey, this is what we're going to do”. And more of a “because I said so” type of culture or maybe they thought it was implied as to why we were doing things, but we were moving so quickly, people didn't always understand why we were doing that. So it also felt, it didn't feel authentic. Basically then I moved into another role; continue to move in my career and moved to another organization. I really started to understand there how important understanding the why was just to the culture and how the impact that it made with people at work and how they were producing their work.”
• 05:33 - “I think one thing that we really try to focus on is making sure that whenever we roll out a new idea, a new process, a new policy, for example, that we tell people why we're doing it. So that's the first thing. And then we give them some time before it's actually rolled out, usually a couple of days up to a week. And then we roll it out officially and then we give them some time to really dig into the process or policy that we've rolled out. And then we'll ask for feedback, we'll ask for feedback in team meetings, we'll ask for feedback at all hands, but then we'll also ask for feedback via surveys.”
• 06:37 - “We do these regular, essentially regular check-ins or checkpoints within our entire team to make sure that what we're trying to accomplish is actually working and that our team still feels aligned to that new process or policy. Like it still fits within our culture, obviously within reason. There are things that sometimes the government mandates us to do, but even then we will still continue to check in with our team members to get ideas from them. Because sometimes because they're in the weeds, they actually have better ideas than me, for example. That's more strategic and higher level.”
• 17:25 - “Because jobs and what we do, they're so personal. It's hours a day, five days a week, sometimes more depending on the person. So there can be a lot of feelings wrapped up in being asked a question that you know is about your work. Something that you're so close with. So I really love how you're kind of bringing down those walls of like defensiveness and it's like: no, this is just kind of getting to something that will make us more successful in the long run.”
• 24:05 - Lindsay: “I know at the beginning of the conversation, you mentioned you love watching people grow and that's an example, but in that example you gave, I saw you grew as well. So do you view growth as kind of a back and forth?”
  Katia: “Yeah, I definitely think it is a back and forth. I mean, I learn from our individual contributors as much as I learned from our executive team, to be quite honest. And I think it's just really interesting, because we all have different backgrounds and obviously we have different roles within the organization. And so to be able to see it from the different perspectives is really interesting.”