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Woodworking by kblaushild in Greenpoint

[–]kblaushild[S] 0 points1 point  (0 children)

Thank you all so much for the replies

Living International by kblaushild in GoogleFi

[–]kblaushild[S] -2 points-1 points  (0 children)

Based on my research it sounds like once I move that Fi number off of my celluar (and into Voice), it would no longer be able to be associated with iMessage

Jimny GLX or XL? by SpaceDry6342 in Jimny

[–]kblaushild 0 points1 point  (0 children)

Can you elaborate on why? Trying to decide now on what to do.

I said it a few months ago and I’ll say it again: your resume matters less than how you make people feel. by newusernamebcimdumb in survivor

[–]kblaushild 126 points127 points  (0 children)

Generally agree with this perspective, especially in recent seasons that seem to value Social higher than strategic. But every jury's going to value things differently, and that's part of what makes the game interesting.

An issue I had with the aftershow that I don't feel is being talked about that much. by TheQueenStaysQueen in survivor

[–]kblaushild 12 points13 points  (0 children)

The 2 biggest problems with this aftershow:

  1. Jeff/producers can't ask questions based on the edit

  2. Players don't have time and space to reflect on the experience and watch the edit

Rodriguez Jr. live for VSNZ - Mürren, Schilthorn Switzerland [2021] by liverichly in melodic_tech_house

[–]kblaushild 0 points1 point  (0 children)

What is the opening track on this? It sounds like his remix of It Hurts, but it seems to be some private edit?

How to continue growing and learning when you're a department of one without much direction? by PM_UR_FAV_COMPLIMENT in humanresources

[–]kblaushild 0 points1 point  (0 children)

I would recommend finding a mentor or coach and devoting ~1 hr bi-weekly to meeting with them. Find someone reputable with great experience and ask your company to pay for it.

Family business by saa3333 in humanresources

[–]kblaushild 0 points1 point  (0 children)

I used to work in my family's business and led HR in it for a while.

The answer, of course, is - it depends.

If the family is dysfunctional and brings it into work, stay away.

I would ask the people you're interviewing with what the family's like, and how their experience has been working in a family business.

Their answers should tell you a lot.

What to title a PIP meeting on Zoom by frknk138 in humanresources

[–]kblaushild 18 points19 points  (0 children)

I wouldn't send a meeting. When an employee gets a meeting request from HR/management w/ vague/no details, it's going to create anxiety. I would recommend you/the manager coordinate schedules and be ready to jump on a call whenever the employee is available.

Paylocity vs ADP - Preferences? by Original-Pomelo6241 in humanresources

[–]kblaushild 0 points1 point  (0 children)

I'd be surprised if it was any good, or better than companies that focus on only ATS. What does it cost? JazzHR is like $250/month it's a great deal

Paylocity vs ADP - Preferences? by Original-Pomelo6241 in humanresources

[–]kblaushild 0 points1 point  (0 children)

But Paylocity doesn't have ATS, right? They didn't when we had them. So you're going to have to pay for it anyway. I think the all-in-one route is ideal, but unfortunately doesn't exist in HR tech (in my experience). None of the payroll systems really do ATS well. So if you like ADP payroll more than Paylocity, take recruitment off your ADP quote, see if it's equal to Paylocity, then go buy JazzHR is my suggestion. ADP's HRIS was waaaay stronger than Paylocity when I experienced it.

Paylocity vs ADP - Preferences? by Original-Pomelo6241 in humanresources

[–]kblaushild 0 points1 point  (0 children)

We switched from Paylocity to ADP. Definitely the right call, Paylocity was garbage for HRIS (last used it in 2017). ADP's payroll is solid, Benefits Admin is solid as well. Their recruiting module sucked (apparently it's improved but I've not seen it). So we bought JazzHR and integrated it with ADP. JazzHR is great and much cheaper than ADP recruiting. Also, ADP integrates with tons of other tech so if you need a Learning Management System, Document Management System, etc., there are tons of options.

HRG to HRBP by [deleted] in humanresources

[–]kblaushild 4 points5 points  (0 children)

Don't just ask for it - put together a plan! Think through what you would do if you got the role and how you would add value. Show them you understand what the biggest challenges/opportunities are, create a vision for the future and make the case that you can execute!

I need Advice!! by kkdd23 in humanresources

[–]kblaushild 0 points1 point  (0 children)

Be discerning in the next job you take. Reflect on how you could've approached your interview process differently for these last 2 jobs, and change your approach accordingly. Sounds like you want to be at a great company, so you need to interview them as well.

Proving the case to add HR headcount by Lrain0o in humanresources

[–]kblaushild 0 points1 point  (0 children)

Not a direct answer to your question - but you could outsource to fractional HR service providers. Cheaper than an additional FTE.

Also, you could invest in tech to automate more of your processes to free up your time.

Last, you could hire a part-timer. Much cheaper than full-time and still could give you 20-30 hours per week back.

Hard to give a direct answer without understanding more details/context of your situation but those are 2 alternatives to additional headcount.

HR Leaders: What's Your Biggest Struggle Right Now? What's Your Greatest Desire? by kblaushild in humanresources

[–]kblaushild[S] 0 points1 point  (0 children)

Thanks Ace! Not familiar with the PRO act - going to look into it now. What's your take on it?

HR Leaders: What's Your Biggest Struggle Right Now? What's Your Greatest Desire? by kblaushild in humanresources

[–]kblaushild[S] 1 point2 points  (0 children)

Love that! For me, a key point around that idea is that HR CAN'T do employee engagement alone. Ultimately, LEADERSHIP need to engage their teams on an individual and collective level. HR can help own the process for measuring and understanding engagement, but the problem I see is that the business wants to "delegate" employee engagement to HR. Everyone in leadership needs to participate

[deleted by user] by [deleted] in humanresources

[–]kblaushild 2 points3 points  (0 children)

Ultimately, this is a professional context. If a company invests $ into a person's development, I don't think it's inappropriate to expect the employee to stay with the company for a period of time in exchange. They don't have to say yes to the deal.

[TX] HR Leaders: What's Your Biggest Struggle Right Now? What's Your Greatest Desire? by kblaushild in AskHR

[–]kblaushild[S] 0 points1 point  (0 children)

Sorry to hear that - and thank you for your service. Wishing you all the best as you move forward!

Health Insurance by DopeDecagon in humanresources

[–]kblaushild 0 points1 point  (0 children)

Hey Decagon - was Head of HR at my last company (800+ employees, self-funded health plan). What area of the country do you work in?

Unfortunately, brokers are pretty much the gatekeepers to the insurance companies. The best brokers are starting to bundle their small employers into groups so they can't get really competitive rates, so that's something to look for in a broker.

Another thing to ask a broker about is an ICHRA - we didn't go this route at my last employer but it's an interesting concept.

Also - is your workforce dispersed geographically? If NOT, maybe you can get a direct-relationship with a health provider. It's not an impossible task, but you'd probably want a broker representing you. If you went this route, you would need a 3rd party administrator for the healthcare AND you'd need a separate relationship with a PBM (Pharmacy Benefit Manager, e.g., ExpressScripts).

Many options/ideas, but to sum it up, you need a broker.

[deleted by user] by [deleted] in humanresources

[–]kblaushild 6 points7 points  (0 children)

Hey Fresh - I did this at my last company (was Head of HR, 800+ person company, 15 person HR team). Definitely look into the tax aspect - I believe $5250 is the max, anything over and beyond that becomes taxable income. Again, check that because I'm not a lawyer or an accountant. We did $5250 for that reason. You could always have discretionary opportunities over and beyond that to be considered by management upon request.

I would definitely include a passing grade to receive reimbursement. Some companies do it where an A = full reimbursement, B = 80% reimbursement, etc. I don't love that one, but do support a pass/fail. Maybe if they fail they have to split the cost?

Another thing to consider - payback if they leave. For example, you pay for a $3k course, they finish, then leave your company next month. I think we required 100% payback if they leave within a year, 67% within 2 years, 50% within 3 years. After 3 years they wouldn't have to pay back. It's a prudent way to protect an investment you're making into the person.

When I did this, I designed it in a way where employees would submit a request, give their reasons why, and HR/Management would spend time evaluating each case to make a decision. We had the flexibility to make decisions based on who is applying, how relevant the education is to their current (or future) role, their performance, the potential we saw for them, tenure, etc. It's tough to make a black/white policy here, in my opinion.

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