Show Notes: Episode 173 – Your Training Questions Answered
July 17, 2023
Small Things You Can Do to Create More Joy in Your Workday
July 28, 2023

Click here for this episode’s show notes.

This transcript was created using an automated transcription service and may contain errors.

Susan 00:02
There was a survey by LinkedIn that said 94% of employees would stay at a company longer if it invested in their career development.

JoDee 00:10
Welcome to The JoyPowered® Workspace Podcast where we help HR and business leaders embrace joy in the workspace. I’m JoDee Curtis, owner of Purple Ink and Powered by Purple Ink. With me is my friend and co-host Susan White, owner of Susan Tinder White Consulting, an HR consulting practice. Susan is also a member of the Powered by Purple Ink network.

JoDee 00:42
Today’s episode is focused on training Q and A. This topic selection is a listener choice co-winner, so thanks to all of you who voted for it. Not only was this a listener’s choice winner, but all of our questions today came from you, our listeners. Susan, before we start sharing the questions, I thought we might just talk about our own journey in learning and development and experiences related to that. What’s your story?

Susan 01:20
Sure. You know, when I went into HR, training wasn’t even on my radar as one of the options. I really thought I’d want to do recruiting and employee relations. But right after I joined HR, there was a need to take some people with… within the organization I worked for and certify them in sales training, and I was really lucky because I got selected to do that. And it was such a wonderful experience. It was very intense certification, and I really enjoyed it. Then turns out a couple of years later, after I had my first child, they did a reorganization in HR and they asked me to be a training and development officer, which I thought, you know what, I loved that training I did in sales, I’d give it a shot. And it was so fun, because I got to create programs and then deliver programs and became certified in a number of other external programs that we wanted to bring into the organization. So that was so fun. And I even started teaching at night principles of bank operations inside the organization and then ultimately at a local university in the evenings. And it just really took off. I really, really, really enjoyed it. Now, most of my career I did not spend in training and development, I really spent it to the areas that I thought I would want to do, recruiting and employee relations and strategy and HR Business Partner and all that. But I have always throughout the years, given the opportunity, raised my hand if there’s a chance to train.

JoDee 02:41
Yeah. You know, I learned something about you today. I didn’t realize you had had that role in training. So. Well, you know, in many industries or specific positions, there are continuing education requirements to maintain certifications and/or some companies might require a certain amount of education just from their own rules. So you know, I’ve told you many times that I spent 21 years in public accounting, and that is one of those industries. From the first year I was in public accounting to my 21st year I had an enormous amount of training. CPAs need to average 40 hours a year to keep up their certification, which can be in a number of different areas. It doesn’t have to be all accounting classes. And then I obtained my first HR certification in 1995, which requires an average of 20 hours a year. Now I can use my HR credits to keep my CPA, but I can’t use my accounting credits for SHRM-SCP. But since I started Purple Ink in 2010, I really have made it a priority for myself and my team to learn from others. It’s not just about the credits, but that is a part of it as well. I became an occasional trainer in 1993 and have continued to train for the last 30 years. I didn’t always do it a lot. I’ve had years where I did it…you know, it was my main focus, and some years where I didn’t do much of it at all, but it is one of the reasons why I moved from that accounting role to an HR role is I had started volunteering to train about accounting topics, believe it or not, and I certainly don’t do that anymore. But that’s…

Susan 05:01
Sounds very riveting.

JoDee 05:02
Yeah, that’s where I got my first taste of training. And because I had always had so much training, I think I failed to consider that many people were not provided or allowed to attend training internally, externally, any way. Actually, one of my best friends from college who I graduated with has worked at the same company for almost 40 years, and except for safety training, she has never had any kind of training. Internally, externally going to a conference… And by the way, she is… she went there as an accountant. But coincidentally, she too has taken on some HR roles, as well, too. So she didn’t get it in either area. So I think this is important for all human resources, learning and development leaders, and business leaders to understand. What requirements do your employees need to meet for certification? And what… What education do you want your people to have to keep up with current information in their roles? What conferences might they attend? What internal training might you offer to employees? And maybe also, is it time for you to have your own learning and development team in your organization? So lots of things to think about regarding training. So let’s jump in to our listener questions. Susan, our first question was, “How do you train employees without being condescending?”

Susan 06:56
Oh, yikes. I’d feel terrible if any employee felt like they were being talked down to or not respected. My advice would be to really think about the tone you’re going to use. Think about the content. Think about how do you… Before you even start talking about what it is they need to be trained on, how do you build rapport with the class? And really spend some time… maybe they… people come in with a bit of an edge, perhaps maybe they think they know what it is you’re gonna teach them and they don’t come in, you know, feeling respected. Spend some time initially doing icebreakers, getting people opening up a little bit, you know, and share your passion for what the topic is and/or your credentials so they understand you’re coming from a place that you’ve taken it seriously, that you really do want to share the knowledge you have, but you want to do it… the why you want to do it. I think that can help from coming across as too teachy or preachy.

JoDee 07:51
Yeah. You know, one of the things I say almost every time I teach a class is that I tell the participants that I learn from the class as well, and that the more they share and or engage… It’s not all about me teaching them, it’s about learning from the group as a whole. So I’ve always hoped that was helpful to groups to think, like…

Susan 08:18
Yeah, I love that.

JoDee 08:19
I’m not always the know it all be it all, but I do have some experience or training in this area. So.

Susan 08:28
Yeah, I like that approach. Our second question, JoDee, is any advice we have on implementing women leadership workshops.

JoDee 08:36
Yes, I think this is an interesting one that I’ve had from my personal experience, as well as having implemented some of these in organizations as well, too. And especially in today’s environment… I think what I’ve experienced before is men saying, “Well, what are you learning about that I don’t need to?” Like, why have you excluded men from this workshop or from this training? But there’s also a feeling amongst many women who say, hey, we’re not, you know, we’re not equal or we’re not getting paid as much, and why is that, and we want to build our skills in a different way that men do. So I think you have to be careful if you’re implementing one internally to be open. We have a client who has over 1,000 employees and they do separate women leadership workshops, but they do open them up to anyone and everyone and they do have men who attend based on what the topic is. So they’re not being exclusive, even though, you know, I’m sure some men don’t feel welcomed at them either. So anyway, I think it can be a little bit tricky. I’m all about learning, and if there’s things that, you know, we can teach that are different for women or that women would feel more comfortable talking about in a group of women, then let’s do it.

Susan 10:26
With your experience, what are some of the topics that you have seen put into women leadership workshops?

JoDee 10:32
Yes. So you know, one in particular that I went through many years, 20 years ago, talked about business development for women, which I found… I still to this day remember some things I learned from that talk, and one was that a lot of men do business development around sports activities. You know, they might be golfers and invite their clients or prospects for… to do round a golf or to play in a golf tournament, and that that was a great way to get to know those prospects or build relationships with clients as well. Now, obviously, women can do that as well, too, but they might not be as interested in that or wanting to do it that way. And so one of our senior leaders in my organization when I went through that was talking about how she loves music and she loves going to the symphony and going to concerts, and that she found herself more comfortable if her husband attended with her and then she invited a couple to join them on an evening or for a dinner, something like that as well, too, thinking that it might seem odd – certainly doesn’t need to, but this was her experience – that she felt a bit uncomfortable inviting a male, which many of her clients were – not good or bad, that was the reality – and so she found different ways to connect there to do business development than women. We also at Purple Ink have a six-month Women in Leadership series where we talk about needs and challenges of female leaders. It can really be for women at any level in an organization, around barriers that women might feel they have or that maybe they actually have as well, too. So.

Susan 13:00
Yeah, that makes sense.

JoDee 13:01
Yeah. All right. Question number three was, “How can we best train managers to give performance reviews?”

Susan 13:12
I think this is really a need, because in today’s world, there’s so many people, managers and supervisors, who have never been through any type of coaching and feedback training. I think that the performance review, if your organization gives it, whether it’s formal performance reviews or if it’s just feedback meetings, you really owe it to your supervisors and your managers to give them… equip them with some skills on how to deliver feedback information. You also really owe it to your employees so that they get meaningful feedback. I had developed for a company that I’ve used now several times, because the organization said, you know, we’re getting ready for annual performance reviews, we always take a hit on our employee engagement surveys about the fact that people feel like they’re not getting honest and timely feedback, can you help us? And so it’s very simple. You know, I talk about the gift of feedback, why it’s so important, that people need it. Even your best performers want to hear that they’re doing great, and if you have anything they could do better, they want to hear it. Your worst performers, they deserve to know that because maybe they’re in the wrong job. So anyway, I just think you have to really focus on why you’re doing it. It’s not to check off a box. It’s to give this really necessary information to help people get better or be as good as they can be. And then I do think you need to roleplay with your managers and say, I’m going to give you some scenarios. And it’s really easy to come up with different types of scenarios that managers are going to face where they’re gonna have to tell people things they may not want to hear. Roleplay it with them, let them get comfortable, give them coaching, in the moment advice. And then honestly, I think it’s important that you get feedback from your managers after they’ve delivered performance reviews, after you’ve trained them to see what did you miss, is there anything that we could tighten up or is there anything you wish you had known before you did that that might help. And then I would also get feedback from employees. How was your performance review? Did you get the information you needed? Is there anything you wish you would hear or could have asked that… What could have occurred in that meeting that would have made it more ideal for you?

JoDee 14:21

Susan 14:29
Okay, so question number four, JoDee. How do you help HR leaders teach their managers how to delegate?

JoDee 15:23
I think this is one of the most important things that we can teach leaders and that I have found over the years I have taught people in delegation courses or classes or just talking about it one-on-one… I’ve taught people who have, you know, one, two, three years experience, and I’ve talked to people who have 40 years of experience on this, and I find no correlation between their experience or their level in the organization. But I do tell those younger and/or people with less experience, that it’s a skill set, if they learn early on, will carry them through their entire career. And I personally feel there’s a lot of things I don’t do well, but delegation is, I think, a superpower of mine.

Susan 15:26
That’s great.

JoDee 16:19
I’m not afraid to delegate, I love to delegate, and I’ve had many people over the years who have come back and thanked me for delegating effectively to them, because then they learned how to do it. But ultimately, the answer to the question, I think, is the same as what you said about performance reviews, is that people need to understand why should I delegate. Most people I hear from on this topic will say, I’m not… but it’s just so much quicker, better, faster if I do it myself, right? I mean, and it is. It is that first time you’re teaching someone and maybe the second time, too, but if it’s an ongoing activity or project or to-do item that you take more time upfront, and then it’s way less time going forward. And I… Another thing I’ll say is a year from now, do you want to be doing exactly what you are doing right now? Because you’re not going to have time to learn and grow and take on higher-level responsibilities if you’re not delegating some of your work to others.

Susan 17:56
That’s such a good point.

JoDee 17:58
Okay, question number five, Susan, was on different training options, maybe training plans or structure for grooming potential succession candidates. I know you personally have done a lot of this yourself, so what’s your secret for that?

Susan 18:20
Oh, yeah, I am such a big fan of organizations spending time at least annually thinking about their succession plans for all their critical roles. And part of that is first of all understanding who are our critical roles? What are the competencies or technical competencies necessary in each of those roles? And then as an organization to be a top leader here, what are those behavioral competencies we need? Once you figure that out and you identify in the organization, we have some emerging talent, we’ve got people who could assume a bigger, better role over time. You’re probably going to recognize that there’s very few if anyone who’s fully baked already. And in fact, there was a survey by LinkedIn that said 94% of employees would stay at a company longer if it invested in their career development. You know, cha-ching. We’ve… we know that we’ve got people who have got skills that we could develop. We know that employees, they’re going to stay with you if you will invest in them. This is a really, I think, easy and smart path to follow. Decide, alright, we’ve got these potential successors. Put together individual development plans and the types of things you might want to include on there. You know, first of all, if there’s any courses that they might need, maybe from a technical standpoint, they would do well if they go ahead and get their MBA or they would do well if you went ahead and got them some more accounting classes, whatever it is, academically is there anything we could do to shore them up. Secondly, what type of exposure do they need to have in that development plan? Maybe you want them to do a job swap for a period of time or rotate them through some areas that’s going to give them a broader understanding of the business. I’ve seen organizations say, you know, we have a really good analytical person here that is brilliant, we can’t afford to lose, maybe… if you want them to someday, perhaps be your CEO, maybe they need to spend some time in sales and some time perhaps in the production area so that they get a real understanding. Doesn’t mean they have to be there for seven years, but maybe it’s seven months, right? So how do we expose them to some other things? And then I guess, you know, there’s many other things you could do. But I love assigning somebody a mentor, somebody in the organization that has a totally different experience than they do, who can be a guide and kind of challenge them with different types of thinking. I think it’d be a really smart investment in your people.

JoDee 20:42
Yeah. Love it.

Susan 20:44
Question number six. This is, I think, one that… I’d love your answer on this, because I don’t have one. How do we teach employees the art of patience?

JoDee 20:54
Yeah. Well, actually, I was hoping you had a good answer to this, Susan. But I – and if someone does have a good method for this, let me know, because I would like to sign up for the class.

Susan 21:09

JoDee 21:09
I… so I’m not sure exactly what our listener was… was wanting to get from this. But I will tell you, I think life is about setting expectations. Right? And, you know, if I’m on the phone with someone or I’m in a meeting and someone says, “I’ll get this to you right away,” and I don’t get it, I’m going to lose my patience really quickly. But if that person would say, “I’ll get that to you next Friday,” – right? – then I know what the expectation is and I don’t have to keep bugging them, I don’t have to reach out to them. We agreed – assuming we did – that they’ll be ready by next Friday. So I just think the key to that is for people at all levels – right? – to set expectations. If your manager comes to you and asks for something, you can say “I could get this done by next Friday,” or “I could get this done this afternoon.” But you can set the expectations as well as their manager could set that expectation too, “I need this next Friday. This is why I need this next Friday. This is why we have this due date.” And just be better at explaining the timelines or communicating better as well, too.

Susan 22:41
I think that’s really good advice. I often hear from clients that they have people in their workplace that are impatient for that next promotion, that they just come in, they’ve been in a job for months, feel like they learned it, they’re ready for the next job. And I think it goes back to your answer is that if that is not the pace at which your company promotes, it’s being really transparent and saying “I want to share with you that normally we look at people who’ve been in a role for two years before we think about promoting them. That may not be the same timeline that you’re on, but we want to be fair, we don’t want you feeling restless. If it’s better for you to make a move to another company, know we support that, as hard as it is, we really like you.” But you gotta be real about it. Otherwise, you can really disengage that impatient employee.

JoDee 23:28
Right. And a lot of assumptions are made based on that too, right? Somebody might think “I think I’ll get promoted the summer,” and then they’re devastated. But if they had been told… set… had that expectation upfront that, you know, we’re really going to consider that when you’ve been here longer…

Susan 23:48
Yeah, that’s great. My husband always says that he thinks the key to a happy marriage is low expectations, then you’re just constantly delighted. I don’t know if it’s a compliment or not that he says… Yeah. I don’t know.

JoDee 24:00
That’s right. Susan, when is the best time to launch sensitivity training?

Susan 24:09
Well, you know, first we should start with, you know, how we would define sensitivity training. It’s really, I think, training that aims to help employees within an organization to acknowledge and respond to attitudes and behaviors that may unknowingly offend others, you know, and that could be because of their background, their beliefs, their cultures, the language that’s different than their own. And I think that, oh, gosh, we’ve seen over the last… wouldn’t you say 10 years, such a demand for sensitivity training or conscious or unconscious bias training, just civility training, we’ve just seen such a demand for it. So when is the right time to do it? You know, I’d love to say day one of your company, because if you can nip it in the bud, you’re going to have at least more awareness and appreciation of others. But I would say most people, try to do it before you have an incident. If you have an incident or an issue where someone’s offended, it’s rough, because then everyone’s like, “Oh, we’re doing this because Susie was upset,” and they don’t take it, I think, with that same, you know, openness or you have the risk they don’t have that same openness. Now, sometimes you don’t have that luxury, you really haven’t invested in it, you’ve had a situation come up where people are… are feeling unseen, unheard, unvalued, then you need to do it. So there’s not a wrong time. The right time is before your hair’s on fire.

JoDee 25:30
Yeah. Exactly.

Susan 25:33
JoDee, this listener would like to have some specific examples of third-party vendors who provide assessments. Do you have any recommendations?

JoDee 25:43
Yes, I’m a really big fan of assessments too. It helps us learn more about ourselves and it helps us learn more about others on our team, and how they… their work style, their, you know, what are they looking for, all kinds of different things. And some assessments are better used for specific things than others, right? I mean, some… CliftonStrengths Finder, for example, is not validated for recruiting purposes, but Predictive Index is validated for recruiting purposes. So make sure before you look into these that you really have defined, what is it you’re trying to accomplish in doing this, and then choose the best one that will be focused. And maybe that’s team development, maybe that’s recruiting, maybe that’s being a better leader by identifying the styles of your team members. But at Purple Ink, we are really big fans of CliftonStrengths, the DiSC profile, and Working Genius, which is a relatively new one that came out within the past couple of years and was developed by Patrick Lencioni. There is also Myers Briggs, which is one that’s been around a long, long, long time, Enneagram, I mentioned Predictive Index. And there are many, many more. Those are the ones I am personally most familiar with. Susan, another listener asked about getting direction toward more resources to bring training and development programs in-house if you don’t already have a dedicated learning and development team.

Susan 27:44
Yeah, I think most small- to medium-sized businesses don’t have a dedicated training and development team, so I do think that there’s opportunity, certainly. If there’s one person on your HR team that has a love or a passion for training, you know, start there with that person. You can certainly get involved with ATD, the Association of Talent Development, who has so many wonderful ideas. Now, do you have to pay to be a member, but what a great organization to really find resources. I’m a big fan of LinkedIn Learning. Depending where you live, your library, if you have a library card, you may have access to all the LinkedIn Learning curriculum, and you might decide, you know, we really want to enhance the software skills of our workforce, or we want to get better at time management, something that we realized we’re not great at, there’s courses out there and you can ask your employees to take these courses and put it… put it on their individual development plans. There’s local colleges and universities that offer all different types of training. Certainly, community colleges have wonderful evening weekend opportunities so that if you don’t feel like you can take… people can’t leave during the work day, Monday through Friday, there’s other alternatives and options out there. And of course, there’s also consulting firms out there like Purple Ink, like myself, Susan Tinder White Consulting, that we’re happy to build one-off programs for individuals, or deliver… JoDee, you have a wonderful repertoire of courses that right on the shelf that probably will fit the needs of many, many clients. So I don’t think you have to necessarily go and ask for a huge budget to start a training and development organization within your organization. At the right time, it makes absolute sense. But as you’re evolving, growing, I would tap into some of the external resources available to you. So our 10th question is the cost of team building. This particular listener says “We’re on a budget. I could really use some pointers.”

JoDee 29:47
Well, first of all, I’d like for leaders and/or training and development people to understand that there’s a report by the Association for Talent Development, which you just mentioned, that companies who have comprehensive training programs have 218% higher income per employee than companies without formalized training. I know training so many times is the first budget to be cut. Right? And, I mean, we saw with our clients during COVID, we had several trainings scheduled during that time, and every single one of them got canceled. Now, that might have been the right answer, because the focus right then might have been more about safety and figuring out how employees can work from home. But it takes a while for that… for those budgets to increase. So when you say you’re on a budget, I just want to challenge you that it’s not just about spending more money, it can be about earning more money. People can learn to be more productive, people can work to get along better, people… there… you know, there’s just all kinds of different training that I don’t think we should consider it as an extra, but that we should consider this as this is something really important we need to do for our people. Question number 11 is to “Tell us more about managing training and certification pathways for employees. How can we advertise this to potential employees and current employees?”

Susan 31:45
Yeah, I honestly would start when you advertise the job, and if you’re willing to pay for people to become certified, or there’s additional training that you’re going to provide, I think it’s a great way to advertise your role. People want, as we know, to be developed, and so I would advertise it that way. I also think that internally, you always would try to re-recruit your team members every single day. Letting them know that we will pay for your certification or additional continuing ed hours and making sure that that’s not something that people, like, hear about, but they don’t really know about. So I would make sure that I’m blasting information about it periodically in our company newsletter or on our website. And even maybe being as specific about different roles that you have today and… and what the roles that they… people could aspire to, you know, if you have a feeder group of a particular role that tend… you tend to promote from. Giving, you know, scenarios and case studies of testimonials of people who have actually risen in your organization. What was the additional education the organization provided for them? How… What certifications did the organization pay for so that the person then could assume the new job? I just think you have to shine a light sometimes on the success stories and the pathways. And I’ve seen some organizations decide that, you know, they’re going to have lunch and learns where we’ll have a panel of people who were promoted in our organization and they all talk about where did they start and then what… yeah, what other development did they go through to get to the role they’re in? That can be very inspiring, and great way for employees to network with people that have been with you for a while.

JoDee 33:24
Right. I love that idea.

Susan 33:27
JoDee, our twelfth question from a listener is, “How do you create a specific training module for new employees that are in a different job than you? You don’t really understand their job, how do you create that training program?”

JoDee 33:40
So I think you can do lots of different things. You could interview their manager, their supervisor, reach out to peers who might be in that same role to share specifics. You can ask the new hire after the training and after working for a few weeks or months to go back and say, Was this helpful to you? What were we missing? What should be changed? What should be added? Your first time around with it, it might not, you know… you might not capture everything, but keep getting that constant feedback about it to make it better. Someone also asked about how to start a career in learning and development.

Susan 34:29
I’ve seen people start from all different avenues. I’ve seen a number of teachers that really enjoyed teaching, but they wanted to teach adults, and so I’ve seen that as a really nice entree, people applying to companies that have openings for a trainer, and I’ve often seen where they’ve asked for educational background. So I think that’s a good way. I do think there’s many HR professionals out there that they really enjoy when they get a chance to get in front of a group, and so I would ask, you know, you always say that a closed mouth don’t get fed, you know, raise your hand when there’s a new opportunity coming along to do some training. Ask to do it. If you’re not in HR at all and your organization is going to start some type of a new initiative or project, you know, step up and say, hey, I would love to learn this first, I’d love to be a trainer for others. Raising your hand, I think, is a really smart route to go. I’m thinking about a trainer that I helped hire a number of years ago, she had been doing comedy, she had gone through Second City, and she just loved working with the crowd. She’d never trained a day in her life. And when we interviewed her, we just said, oh, my gosh, we gotta get this person in front of people, I think she’s right, we can teach her the mechanics of what we need trained, but we’re never going to find anybody who’s got that presence. And I still stay in touch with her, and she’s to this day a phenomenal trainer, has even grown her skills in content development, instructional design. Really, really fun. So I think I would say there’s really no barrier to what you’ve done in the past if you have a desire to start in training and development. It’s volunteering, asking, posting, and getting your name out there. And then finally, our last listener question on this topic, JoDee, is, “How can HR best support managers with varying levels of leadership training, or even if the training is standardized, varying levels of skill and experience?”

JoDee 36:24
Yeah, so this can be tricky, right? And I have been in courses like this, and I have taught in courses like this. But one of the things I mentioned earlier was – well, two things I mentioned earlier, one was about setting expectations, and two was creating a learning environment where people can learn from each other. So one particular manager training that I’ve taught for many years, I just recognize the fact that people are at different levels. And, you know, I might say, “I know that several of you have been leading people for a while. For some of you, this is brand new to you and some of you are just starting to do this, so we’d love to hear more about your questions and experiences that you could share on this topic, too.” So instead of trying to avoid the topic and act like everything we say is going to appeal to everyone, just recognize that, hey, this can still be valuable to everyone and we hope the experienced people add on and pick up a few tips to do it better, but that a brand new person can be learning and growing into this skill or manager role as well, too.

Susan 37:56
Makes sense.

JoDee 37:57
You know, I don’t know who said it, but I think we’ve all heard this probably many times that someone once said, what do you do if you train your people and they leave? But it is suggested the real question there is, what if you don’t train them and they stay? So don’t we also as leaders in organizations want our people… not only you mentioned about the retention, and how that is so much better if we give them those opportunities, but also for them just to learn and grow and better serve your organization?

Susan 38:41

JoDee 38:42
So typically, we have a separate listener question. But today we had 14.

Susan 38:50
That’s probably enough.

JoDee 38:51
I did not add a separate one today. But in our in the news section, in a 2023 study by BambooHR on what does a human resource leader look like in 2023. Susan, why don’t you kick us off?

Susan 39:12
Sure. While 100% of the Fortune 100 companies have human resource leadership, only 35% of Inc’s 100 Startups have dedicated HR support.

JoDee 39:25
And of those startup companies, 81% of them women lead HR.

Susan 39:45
85% of enterprises have diversity, equity, and inclusion leadership positions compared to just 3% of Inc’s 100 Startups.

JoDee 39:45
Startups are rebranding human resources – 39% of startups refer to HR with titles that include “people,” such as Chief People Officer, compared to just 21% of enterprise companies.

Susan 40:03
Just one in five HR managers hold certifications from the Society for Human Resource Management – SHRM – or other professional organizations.

JoDee 40:12

Susan 40:13
That really surprised me.

JoDee 40:14
Yeah, me too. HR managers at Fortune 100 companies have four times as many followers on social media, as compared to HR leaders at startups. I thought that was an interesting statistic.

Susan 40:31
And HR managers are LinkedIn power users with 80% accumulating 500 or more LinkedIn connections.

JoDee 40:39
Interesting. Well, thank you for joining us today and make it a JoyPowered® day.

Susan 40:46
Thank you. If you would like SHRM recertification credit for listening to this podcast, please visit You’ll find an evaluation of the podcast and once you complete the evaluation, you will see the SHRM recertification credit code and a link to a proof of participation certificate. Again, that’s Thank you for listening and thanks for your dedication to the HR profession. If you liked the show, please tell your friends about it and let us know what you think by rating and reviewing us on Apple Podcasts.

JoDee 41:23
You can learn more about JoyPowered® at Check out The JoyPowered® Shop, where you can order our books, journals and other items that power our joy, at We’re @JoyPowered on Facebook, LinkedIn, Instagram, and Twitter and you can email us at

Susan 41:51
We hope you tune in next time, make it a JoyPowered® day.

Emily Miller
Emily Miller
Emily works behind the scenes at JoyPowered, helping to edit and publish the books, producing the podcast, and running the website and social media.

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