Greetings!

If you are a CEO, CHRO, Chief Diversity Officer. VP/Head of Talent or other C-suite leader, I want to ask how you are helping your organization navigate this challenging climate & prepare for a more inclusive, more prosperous future?  As a Talent Strategist & People Architect with DHR Global - a Forbes Best Executive Recruiting Firm – I’ve asked this question of current and future clients.

In my conversations with healthcare & life sciences executives, I’ve noticed that their goals & initiatives are to:

✅ Innovate quickly & ethically 
✅ Improve quality of care & patient outcomes 
✅ Eliminate health disparities
✅ Improve the patient experience
✅ Facilitate an efficient & profitable go to market (GTM) strategy & process (growth hacking)
✅ Hire, engage & retain a diverse workforce
✅ Strengthen governance

In my conversations I have discovered internal challenges such as: 

👎🏽 No talent acquisition &/or retention KPIs,
👎🏽 Overwhelmed Recruiters with little time to upskill
👎🏽 Non-existent / inconsistent sourcing, recruiting & onboarding processes
👎🏽 Old technology not able to meet current & emerging needs for applicant tracking (ATS/HCM/HRIS)
👎🏽 Insufficient talent market knowledge / data
👎🏽 Little time to focus on sourcing critical top talent to stabilize, scale & transform the organization
👎🏽 Even less time to be proactive & engage talent opportunistically in order to dominate the market
👎🏽 No time to develop a diversity strategy & execute to increase representation, equity & foster belonging

My commitment is to minimize your pain, maximize your joy & guide your organization to better outcomes:

👍🏽 No more failed assignments
👍🏽 No more excessively long vacancies
👍🏽 No more homogeneous candidate slates
👍🏽 No more communication breakdowns or lack of transparency
👍🏽 No more resenting placement fees because of low value partnerships or inflexible cost structures

My personalized approach to Executive Search and Talent Advisory is different.  I help my clients compete in a tight talent market to win the war for talent by leveraging an unparalleled industry network, using insightful market data, compelling positioning & magnetic messaging.

⭐ I also work with mature organizations that: 
⚕️ Have an urgent assignment
⚕️ Need a very niche role filled 
⚕️ Lack diverse candidate slates 
⚕️ Have an overloaded internal TA team

If you want a strategic partner who will make your organization smarter, faster & more agile, please email me at ahenderson@dhrglobal.com

Reach, Resourcefulness & Relationships - the DHR way.

Andrea Henderson

Married off at 12.
No birth certificate. She doesn't know her own age. 
Best guess: somewhere in her mid-eighties.

For most of her life, the world never noticed Margret Chola.

Now the fashion world - and her 200,000 followers - can't stop looking.

When her granddaughter Diana Kaumba, a New York City fashion stylist, came home to Lusaka, Zambia, she asked her a simple question: would she like to try some outfits on?

Margret said yes. Then added something Diana would never forget:

"One day I'll be gone. At least this way you'll have something beautiful to remember me by."

The first look: a silver jumpsuit. 

Diana photographed her grandmother with the village scenery in the background. 

Posted it. Put her phone down. Came back ten minutes later to over a thousand likes.

Now she’s in Harper's Bazaar. Glamour South Africa. On Good Morning America.

She told the BBC: "These clothes make me feel new. Alive. Like I can conquer the world."

A woman who grew up feeling neglected, never seen, who endured many hardships, became a global fashion icon. 

Not in spite of her story. Because of it.

Here's what I think women like Margret would want every woman to hear:

💋 Wear the red. The dress. The lipstick. The nail polish. If they don’t like it, they'll get over it.

💋 Take up space. All of it.

💋 Don't worry about getting older. Worry about being boring.

💋 Take chances. If you never fail, you're playing it too safe.

💋 Take a stretch assignment. Then another.

💋 Travel. Expand your horizons. Meet people …don't just lay on the beach.

💋 Prioritize memories with loved ones over material possessions. Experiences compound. Things don't.

💋 Take lots of photos. You will celebrate them when the people you love are gone.

💋 Even if you are blessed with a loving partner and beautiful children, don't ever forget your girlfriends. They are essential.

💋 Never stop learning and growing …mentally, physically, spiritually. The day you stop is the day you start shrinking.

Margret didn't plan to become an icon. She just said yes when someone asked her to show up.

That's the whole lesson.

Happy International Women's Day🌹

Andrea Henderson, SPHR, CIR, RACR

Exec Search Pro helping biotech, value-based care, digital health companies & hospitals hire transformational C-suite & Board leaders. Partner, Life Sciences, Healthcare, Diversity, Board Search | Board Member | Investor

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The gap between AI's promise in HR — speed, objectivity, efficiency — and what it's actually doing, making high-stakes human decisions, often invisibly, is human intelligence territory.

And mine.

I've placed executives for decades. I also train AI. 

That combination puts me in a rare seat: I understand what these tools can do, and I understand what they cost when no one is deploying them intentionally.

Most corporate HR departments aren't over-relying on AI. They're barely using it. 

They've downloaded a tool, run a pilot, written a policy and called it a strategy. 

Meanwhile, the sourcing bias that lives in their legacy process is still running. The pay equity gaps their spreadsheets can't see are still widening. The high-potential employee who's three months from walking out the door hasn't been flagged by anyone or anything.

That is also risk. It just doesn't come with a headline.

At the SHRM AI + HI conference last week, our teams were building just-in-time management training for front line supervisors. They were building employee navigators and real-time capacity dashboards. 

Not using it is not the safe choice. It's just the invisible one.

The organizations I'm watching win on talent are not the ones who avoided AI. 

They're the ones who decided to own it …with governance, with human judgment at the decision point, and with a clear answer to the question: who is accountable when the model is wrong?

𝐂𝐇𝐑𝐎𝐬: you are already assuming risk. 

The only question is whether you're doing it consciously.

Unintentional risk is still risk.

You just won't see it until it's expensive.

#ai #humanresources #chro

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Recognized as an exceptional leader, standing out among a group of talented, inspiring, dedicated, and passionate individuals, this award celebrates their outstanding contributions in advancing the mission of the Healthcare Businesswomen’s Association.

Honored Volunteer Award 

Black Venture Institute Program

Black Corporate Board Readiness

VC University

Certificate in Private Company Governance

Lean Six Sigma Green Belt

SPHR

Senior Professional in Human Resources (SPHR)

Certified Internet Recruiter

Georgetown Angel Investor Network (GAIN) is the only official Georgetown University investor network. The network works in partnership with university wide entrepreneurial efforts, including the Georgetown Entrepreneurship Initiative. Alumni volunteers manage GAIN,  as a function of the Georgetown Entrepreneurship Alliance and the Georgetown University Alumni Association.

We amplify the Georgetown start-up ecosystem with an innovative and inclusive angel investing network that engages and leverages the power of the diverse, global Georgetown alumni community. 

The Georgetown Angel Investor Network (GAIN) fosters an entrepreneurial relationship with alumni, current faculty and investors. By providing this connection, investors have access to innovative, early-stage companies. Georgetown-affiliated entrepreneurs also benefit from smart capital and mentorship.  

The National Trends and Services facet is tasked with eliminating disparities by reducing barriers to resources through advocacy, education, and service. Our chapters are empowered to raise their voices and transform the communities in which they work. The facet’s goals include increasing the number of sustainable and measurable programs; increasing collaborative partnerships; and extending our existing initiatives to include communities identified as having the greatest need.

The purpose of the Ivy Foundation is to provide opportunities for young people to achieve healthy and productive outcomes; support academic achievement and higher education; promote community economic development; and encourage volunteerism through community service. 

We support disadvantaged young mothers in developing into healthy, educated, self-sufficient women who are actively engaged in community life.

The toddler is in timeout.
The dog is in timeout too.

𝐈𝐬 𝐭𝐡𝐢𝐬 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐦𝐞𝐚𝐧 𝐛𝐲 "𝐬𝐡𝐚𝐫𝐞𝐝 𝐚𝐜𝐜𝐨𝐮𝐧𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲"?

𝑂𝑟 𝑑𝑖𝑑 𝑡ℎ𝑒 𝑙𝑖𝑡𝑡𝑙𝑒 𝑔𝑢𝑦 𝑗𝑢𝑠𝑡 𝑡ℎ𝑟𝑜𝑤 𝑡ℎ𝑒 𝑑𝑜𝑔 𝑢𝑛𝑑𝑒𝑟 𝑡ℎ𝑒 𝑏𝑢𝑠?

Sometimes "shared accountability" just means someone else ends up carrying the consequences of decisions they didn't make.

🐾 if you've seen someone take the fall for their leader.

You know your revenue. Your runway. Your retention rate.
You don't know if you're a Dominant or a Steady - but your team does.

They figured it out in your first few meetings. They've been avoiding you ever since.

Many executives make a mental note and then file the assessments away. Treat it like an interesting one-time exercise, not a compass. 

But the research is unambiguous: 
95% of people believe they're self-aware. 
Only 10-15% actually are. 

That gap doesn't disappear at the executive level. It widens.

The more powerful you become, the less honest feedback you get. 
People stop telling you hard truths because they need you for something. 

Nobody tells the CEO they're rigid and hard to talk to. They just stop talking in meetings.

What's left is the story you tell yourself - about yourself. 

Eric Partaker put three of the most widely used frameworks in one place: Myers-Briggs, DISC, Big 5. 

Have you used any to objectively inform your self-assessment? How do you know YOU?

You wouldn't run your business on instinct alone. You wouldn't make a capital allocation decision without a model.

But most leaders are working from a version of themselves that is years - sometimes decades - out of date.

I am in the business of knowing people more accurately than they know themselves. That is literally a big part of my value proposition. When I place a leader, I'm matching human complexity to organizational need. 

When I ask you to tell me about yourself in an interview, I'd love to know HOW you know - and have data to back it up.

You should know your profile the way you know your P&L.

Your team is already reading you. I am reading you. The only question is whether you're reading yourself.

It’s probably not your credentials.
It’s probably not your experience.
It’s probably not even your network.

You don’t have a board seat because you’re positioning like an operator, not a trustee.

For years, I've advised boards, CEOs, and nominating committees on who should sit at the table.

Then I became the candidate and learned something humbling very quickly.

Being a board search advisor is not the same as being a board candidate.
Just like being an operator is not the same as being a trustee.

Not even close.

The gap between being qualified for a board seat and being selected for one is real. I know because I built the shortlist ...and still had to figure out how to earn a place on one myself.

That experience is what led me to develop The MAGIC Framework™ — a structured approach to moving from board-ready to board-selected.

My new newsletter breaks down exactly how this works.

If you're a senior executive who is board-ready but not yet board-selected, this edition is for you

View newsletter: The Modern Executive Almanac

It's probably not your credentials. It's not your experience. It's not your network. You don't have a board seat because you're not talking about it t

Open article: How to Get a Board Seat: What I Learned as a Board Search Advisor Who Became a Candidate by Andrea Henderson, SPHR, CIR, RACR • 4 min read

How to Get a Board Seat: What I Learned as a Board Search Advisor Who Became a Candidate

Babies were listed in a California gang database. It wasn't a mistake. It was built that way.

A 2015 audit of California's CalGang database found that 87% of the people listed were Black & Latinx. 

Some were babies under one year old …officially labeled as gang members. 

Why? Their zip code & name = heightened risk.

A baby = A gang member. Because of where they lived and what they were called.

Ruha Benjamin calls this the New Jim Code.

Most know about Jim Crow - the laws that kept Black people out of schools, jobs, and public spaces. 

You could see them. Fight them. And eventually, after years of struggle, change them. 

The New Jim Code is harder to fight. It hides inside technology. 

It’s inside the tools we use every day & trust without question. It shows up as software.

It decides who gets called back for a job interview. 
Who gets approved for a loan. Which neighborhood gets more police. 
Whose face the camera identifies.

Benjamin's point is that technology doesn't create these problems. It copies them, makes them bigger & then pretends they aren't there.

This matters for every person who hires, leads, or builds teams.
The software screening your job applicants learned from old data …from a time when entire groups of people were shut out of the workforce. 

When you let a program make those decisions, you aren't removing human bias. You're locking it in. 

𝐈𝐧 𝐡𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 𝐚𝐧𝐝 𝐛𝐢𝐨𝐭𝐞𝐜𝐡, 𝐭𝐡𝐞 𝐜𝐨𝐧𝐬𝐞𝐪𝐮𝐞𝐧𝐜𝐞𝐬 𝐚𝐫𝐞 𝐞𝐯𝐞𝐧 𝐦𝐨𝐫𝐞 𝐬𝐞𝐫𝐢𝐨𝐮𝐬. Computer programs are helping decide who gets an early diagnosis, who gets into a clinical trial & whose pain gets treated. 

When Benjamin studied COVID death rates, she found that who lived & died wasn't random. It followed patterns shaped by decades of unequal housing, unequal healthcare & environmental racism. 

That history went into the data. The data went into the software. The software made decisions.

Benjamin herself grew up moving between worlds: India, South Central LA, South Carolina, Southern Africa. She learned early that what looks normal from one place looks like a choice from somewhere else. 

She took that lesson to Princeton, where she became one of the most important thinkers on technology & justice of our time.

In 2018, she started the Ida B. Wells Just Data Lab, where students, artists, engineers & activists work together to build technology that actually serves people. 

She pushes them to ask the question most tech companies skip. 

Not "can we make this tool fairer?" 
But "should this tool exist at all?"

In 2024, the MacArthur Foundation named her a genius. 
I agree.

This Black History Month, I highlight someone who isn't only looking back. She's looking forward, at what we're building right now & making sure we do it with intention and compassion.

Technology is not destiny. 
It's a choice. 

She said it best:

"Remember to imagine & craft the worlds you cannot live without, just as you dismantle the ones you cannot live within."

A father of three. A caregiver. Two decades of experience. Six rounds of interviews. And then
…silence.

He came to see me after.

He wasn't angry. He was undone. He sat across from me and cried. And then he said something I have never forgotten.

"I beg you."

I had to tell him the truth. I didn't have the power to say yes. And honestly? He wasn't the strongest candidate for that role. The company hired someone who was a better fit.

That part I understood.

What I couldn't reconcile …what I still can't …is that six rounds of interviews for different roles in different divisions, weeks of his time, his hope, his energy, his careful preparation for each conversation, ended with nothing.

No call. No email. No explanation.

Just silence.

During the Great Recession, I watched this man with over 20 years of experience, a family, a mortgage, a career that made sense until it didn't - walk into my office and ask me to help him find anything. Not a step up. 

𝐴𝑛𝑦𝑡ℎ𝑖𝑛𝑔. 

I never forgot his face either.

The market is different now. The circumstances are different.

The silence is the same.

Dora Vanourek wrote something last week that stopped me: 

"Behind every resume is a real person with hopes, dreams and a family."

I agree.

And I'd add: the process doesn't have to be wrong for the treatment to be. You can make the right hire and still do harm on the way there.

He didn't need them to change their decision. He needed someone to respect him enough to deliver it.

We talk a lot about hiring as a business function. Fill the req. Manage the pipeline. Protect the process. We talk less about what it costs a person … in dignity, in hope, in trust… when we treat that process like a transaction.

I'm not preaching.
I'm not exempt from this myself. If I haven't circled back to any of my candidates in a timely way, I will do better. 

This post is a reminder to myself as much as anyone reading it.

Slow down. Be human. 

The decision can be right. The silence is a choice.

Make a different one.

Thank you, Dora, for the image and the call to a higher standard.

Can I name drop? 

That’s what Shelly Lombard asked in her LinkedIn post and email. 

Guess whose name she dropped? 

Mine 😱

Tomorrow, Thursday February 26 at 12 noon ET, I will join Shelly and a power packed Schmooze panel: 

𝐅𝐫𝐨𝐦 𝐂𝐇𝐑𝐎/𝐂𝐡𝐢𝐞𝐟 𝐏𝐞𝐨𝐩𝐥𝐞 𝐎𝐟𝐟𝐢𝐜𝐞𝐫 𝐭𝐨 𝐀 𝐂𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐁𝐨𝐚𝐫𝐝 𝐒𝐞𝐚𝐭

Join us....

Even if you're not a CHRO yet, but you're in HR.

If you're not in HR at all, but want a glimpse into how boards think when they fill seats.

We will be joined by:

Beth Albright, a former CHRO who was on the board of Darling Ingredients

Amy Cappellanti-Wolf, an EVP and the Chief People Officer for Dayforce. Amy was formerly on the board of Softchoice and is now an advisor to a startup.

Moderator, Monique D Jefferson, SPHR, SHRM-SCP, is the Chief People Officer for The Community Preservation Corp and a Schmooze member.

Join us & bring your questions.

graphical user interface, text, application, chat or text message

Blisters. Torn blackened toenails. Bruises. Bandages soaked through.

That's what a standing ovation actually costs a ballerina.

The audience sees none of it. 

They see the silk shoes, the effortless rise, the grace that looks like it was simply given to her. 

What's hidden inside those shoes would make most people stop. 

She doesn't stop. 
She tapes up, laces up, and walks out like it costs nothing.

We've agreed to the same fiction in business.

The leaders who look most polished in the room are often the ones who bled the most to get there. 

↳ The 5am mornings nobody saw. 
↳ The pitch that failed in front of the wrong people at the wrong time. 
↳ The season they almost quit. 
↳ The years spent preparing for a seat they weren't yet allowed to occupy.

We celebrate the performance. We rarely account for what the performance cost.

And that silence does real damage. Because when the next generation of executives is in the hard part …bleeding through the bandages, still showing up, still making it look easy …they think something is wrong with them.

Nothing is wrong with them.
That's just what it costs.

So the real question worth asking: when you’re down bad, are you going to stay there or will you bandage up the wounds and keep going? 

Because I’ve seen some people and companies go down hard but I’ve also seen the bounce back and the glow up.

What is the cost of your success?
And are you willing to pay it?

I had a baby on Super Bowl Sunday. 

Not two weeks ago, obviously...

But I still remember the moment like it just happened:
➵ the inconvenient timing of my water breaking, 
➵ 16 hours of labor, and then 
➵ a hospital room that erupted like we'd just won the championship.

Looking at old pictures of him as a little boy next to who he is right now feels like watching time fold in on itself.

I don't know how he got here so fast. 

I don't know who I'd be without him.

He is not who I expected. He is better.

Happy Birthday to my Super Bowl Baby.

You will always be my greatest work. 💛

My love language is "pay / me."

Not words of affirmation. Not a workshop called "Own Your Power."

Pay. Me.

Cindy Gallop has a billboard for you this International Women's Day. 

It says: Don't empower me. Pay me.

Every March, LinkedIn fills up with blush pink graphics and posts about celebrating women. 

Companies announce their commitment to empowerment. 

Leaders reflect on the women who inspired them.

It feels good.
It changes nothing.

Cindy — and I — aren't interested in how it feels. We want to know what you're going to DO.

Hire them. 
Promote them. 
Pay them. 
Fund them. 
Give them equity. 
Put them on boards. 
Vote for them. 
Elect them.

Those are the verbs that move money and move power.

Everything else is theater.

I sit inside the rooms where these decisions happen. Where the same women get celebrated in March and passed over in April.

Before you post today, ask yourself: In the last 12 months, what did you actually DO?

Not what did you say. What did you DO?

⬇️ What's one action organizations could take this year that would materially change outcomes for women at work?

📸: Cindy Gallop

#InternationalWomensDay #IWD2026 #FairnessInTheFeed

An agent. A manager. A marketing lead. Two communications directors.
All women. Three of them Black.

The only team like it in NFL history.

It didn't happen in a boardroom with a diversity mandate. It happened over four years, one good decision at a time. 

It started in 2020 when Nicole Lynn …one of the only women agents in the NFL… slid into Jalen Hurts’ Instagram DMs after his last college game. 

She asked to represent him. 
He said yes. 
She negotiated him $255 million.

He kept hiring the best people he could find.

By 2023, the whole team was women. Nobody planned it that way.

"I was seeking out the best," Hurts said. "And that's how it happened."

Organically.

On February 9, 2025, they won the Super Bowl. He took home MVP.

He calls them his secret weapon.

Most organizations spend years building diverse leadership pipelines. Jalen Hurts just removed the bias from the search — and accidentally built something no one in professional football had ever seen.

That's not a diversity strategy.

That's what merit looks like when you mean it.

_________
When are you going to slide into someone’s DMs for your next stretch opportunity?


Will you do it this week?

Love bombs. Truth bombs. Bath bombs.

Today, I’m choosing intentional positivity. 

Because it is a heavy time to be online.

The headlines are loud.
The timelines are tense.
And the emotional weight is real.

So instead of adding more noise,
I want to offer a little joyful distraction.

If I see your post about:
👉🏽 landing a new role
👉🏽 earning a long-overdue promotion
👉🏽 securing a board seat
👉🏽 closing a round after months of diligence
👉🏽 or simply surviving a brutal quarter

I am hitting “Celebrate.”
Immediately.

Not because I know you.
But because good news still deserves oxygen …especially in heavy seasons.

Success is not a zero-sum game.
It’s a reminder that light is still breaking through, even when the world feels dark.

🎉 Vishnu wins a pitch competition? I’m clapping.

🎉 Ifeoma lands her first board seat? I’m cheering loudly.

🎉 Susan closes a round after months of dead ends and decks? She gets more than a silent like. 

This platform can be a place where we lift each other while we climb.

Because for every person posting a win, there are countless others reading quietly …tired, uncertain, and in need of a spark.

Your celebration might be the exact moment of encouragement someone needed today.

So yes, if you see Andrea Henderson, SPHR, CIR, RACR in your notifications, just know I’m genuinely happy for you.

Your good news made my day brighter.

The energy transferred.

And in a heavy time like this,
that kind of joy is not trivial.

It’s survival.

They didn't cut fat.
They cut the training ground for future CEOs.

It's being called 𝐓𝐡𝐞 𝐆𝐫𝐞𝐚𝐭 𝐅𝐥𝐚𝐭𝐭𝐞𝐧𝐢𝐧𝐠. 

Fewer layers. Leaner teams. Faster decisions. 
Calling it modern, efficient, and strategic.

72% of CEOs were promoted from within, according to PwC's 2023 CEO Success Study,  

From the people who knew the business, the culture, the complexity. People who had been tested in the middle: managing up, managing down, translating executive vision into something their teams could execute on Monday morning.

That middle layer wasn't unnecessary fat. It was a training ground where you could learn those things you only learn by doing them, repeatedly, with consequences.

Remove the training ground, and something predictable happens.
The pipeline dries up. The leadership bench gets thinner. The managers who remain become so overwhelmed they stop developing anyone below them. And the next generation of executives never gets the reps.

Which is exactly why 𝐬𝐮𝐜𝐜𝐞𝐬𝐬𝐢𝐨𝐧 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠 𝐡𝐚𝐬 𝐧𝐞𝐯𝐞𝐫 𝐦𝐚𝐭𝐭𝐞𝐫𝐞𝐝 𝐦𝐨𝐫𝐞 𝐭𝐡𝐚𝐧 𝐢𝐭 𝐝𝐨𝐞𝐬 𝐫𝐢𝐠𝐡𝐭 𝐧𝐨𝐰.

The Flattening didn't eliminate the need for great leaders. It eliminated the infrastructure that used to produce them systematically. That means boards and CHROs have to be more intentional than any previous generation of leadership teams ever had to be.

So what does that actually look like?

1️⃣ 𝐒𝐭𝐚𝐫𝐭 𝐛𝐲 𝐢𝐝𝐞𝐧𝐭𝐢𝐟𝐲𝐢𝐧𝐠 𝐡𝐢𝐠𝐡-𝐩𝐨𝐭𝐞𝐧𝐭𝐢𝐚𝐥 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐞𝐚𝐫𝐥𝐢𝐞𝐫. Don't wait until someone is already in a VP seat to invest in them. That's too late. The best companies spot potential years earlier and build around it.

2️⃣ 𝐆𝐢𝐯𝐞 𝐭𝐡𝐨𝐬𝐞 𝐞𝐦𝐞𝐫𝐠𝐢𝐧𝐠 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐏&𝐋 𝐞𝐱𝐩𝐨𝐬𝐮𝐫𝐞, not just functional depth. Future executives need to understand revenue, risk, talent, and operations — not just the department they came from. If the path to CEO runs only through Finance or Sales, it's too narrow.

3️⃣ 𝐌𝐚𝐤𝐞 𝐭𝐡𝐞 𝐩𝐚𝐭𝐡𝐰𝐚𝐲 𝐯𝐢𝐬𝐢𝐛𝐥𝐞. If talented people can't see a clear route to the top inside your organization, they will build one somewhere else. 

4️⃣ 𝐌𝐞𝐚𝐬𝐮𝐫𝐞 𝐲𝐨𝐮𝐫 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐩𝐢𝐩𝐞𝐥𝐢𝐧𝐞 𝐡𝐞𝐚𝐥𝐭𝐡 𝐭𝐡𝐞 𝐬𝐚𝐦𝐞 𝐰𝐚𝐲 𝐲𝐨𝐮 𝐦𝐞𝐚𝐬𝐮𝐫𝐞 𝐟𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞. Leadership risk is business risk. If you wouldn't go a quarter without reviewing your P&L, you shouldn't go a year without reviewing your bench.

5️⃣ 𝐌𝐚𝐤𝐞 𝐬𝐮𝐜𝐜𝐞𝐬𝐬𝐢𝐨𝐧 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠 𝐚 𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐛𝐨𝐚𝐫𝐝 𝐚𝐧𝐝 𝐂-𝐬𝐮𝐢𝐭𝐞 𝐚𝐠𝐞𝐧𝐝𝐚 𝐢𝐭𝐞𝐦 — not something that gets scheduled after a resignation letter lands. In a flattened organization, there is no longer a deep bench being built by default. That bench has to be built with intention.

The Great Flattening changed a lot of things. The need for ready leaders isn't one of them.

If your organization is navigating what succession planning looks like in this new environment, this is exactly the work I do. Let's talk.

Guess who just joined the 𝐖𝐞 𝐃𝐨 𝐍𝐨𝐭 𝐂𝐚𝐫𝐞 𝐂𝐥𝐮𝐛?

Halle Berry.

After her doctor told her she had the worst case of herpes they’d ever seen.

It wasn’t herpes.

It was perimenopause.

Dryness. Irritation. Completely normal symptoms that medicine still doesn’t recognize well enough to get right.

Even for one of the most famous women on the planet.

If it can happen to Halle Berry, imagine how many women it’s happening to every day.

Millions of women are dismissed, misdiagnosed, or sent home confused because the medical system still hasn’t done the work on midlife women’s health.

So she started talking about it.

Loudly.
On purpose.

#JustBeingMelanie welcomed Halle to the club.

New members always welcome.
Perimenopause. Menopause. Beyond.

Side effects may include:
• Saying no faster
• Protecting your peace
• Knowing exactly which meetings were supposed to be emails

So if you’re clear on what matters
and clear on what doesn’t…

—even if you’re not clear on where you put your glasses—

join us.

𝐁𝐞𝐜𝐚𝐮𝐬𝐞 𝐦𝐞𝐧𝐨𝐩𝐚𝐮𝐬𝐞 𝐢𝐬 𝐚 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐢𝐬𝐬𝐮𝐞.

📖 Get a copy of the handbook.

———————-

#WDNC #womenshealth #healthequity #menopauseatwork #WomenInLeadership

Three executives walked into their CEO's office last year.


Same company. Same performance reviews. Same tenure.

One left with a C-suite offer. 

The difference had nothing to do with how hard they worked.

I've spent years placing leaders at the highest levels of organizations. And the executives who rise fastest aren't always the ones who grind the hardest or manage the most people. 

They're the ones who understand something most high performers never get told.

The rules they were taught don't actually govern who gets promoted.

👉🏽 𝐌𝐲𝐭𝐡 𝟏: You must run the largest team. The reality? 𝑌𝑜𝑢 𝑚𝑢𝑠𝑡 𝑠𝑜𝑙𝑣𝑒 𝑡ℎ𝑒 𝑙𝑎𝑟𝑔𝑒𝑠𝑡 𝑝𝑟𝑜𝑏𝑙𝑒𝑚𝑠. Headcount is a vanity metric. Problem-solving at scale is a leadership signal.

👉🏽 𝐌𝐲𝐭𝐡 𝟐: Titles create influence. The reality? 𝐼𝑛𝑓𝑙𝑢𝑒𝑛𝑐𝑒 𝑐𝑟𝑒𝑎𝑡𝑒𝑠 𝑡𝑖𝑡𝑙𝑒𝑠. The executives who get the seat are already operating like they have it before anyone gives it to them.

👉🏽 𝐌𝐲𝐭𝐡 𝟑: Hard work guarantees promotion. The reality? 𝑉𝑖𝑠𝑖𝑏𝑖𝑙𝑖𝑡𝑦 𝑎𝑛𝑑 𝑖𝑚𝑝𝑎𝑐𝑡 𝑐𝑟𝑒𝑎𝑡𝑒 𝑜𝑝𝑝𝑜𝑟𝑡𝑢𝑛𝑖𝑡𝑦. Working hard in a room where no one can see it is not a strategy. It's a sacrifice with no return.

The executive who walked out with the offer last year wasn't the most tenured. 

She was the most legible. 

Her peers knew what she stood for. 
Her CEO knew what she was solving. 
Her board knew what she would do next.

She didn't just build a reputation. She let it compound.

Leadership reputation is the one asset that works while you sleep. 

Invest in it like you invest in everything else that matters.

3 Myths About Becoming A C-Suite Leader

"HR is always in the room, often also in the crosshairs."

Nichol Bradford said that 🎯

And in a few hours, I'm walking into a sold-out room to talk about exactly what it means.

Today I'm facilitating the 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐢𝐧𝐠 & 𝐎𝐧𝐛𝐨𝐚𝐫𝐝𝐢𝐧𝐠 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐋𝐚𝐛 at the SHRM AI + HI Project — alongside Laura Ortiz,  SHRM-SCP, Steve Garguilo, and Zachary Parris  from Google. 

We're in the same building as Van Jones, the founder of Siri, and the VP of Amazon Alexa's AI. 

That's the room.

But what I'm most excited about isn’t the stage.

It’s the people in the lab. HR leaders who are sharp, creative, and tired of waiting for someone else to solve the problems they live with every day. 

Today they don't have to wait. We're building solutions together …in real time, from the inside.

Because AI is already inside your hiring process. The question is whether the humans running it actually understand what it's doing and who it's doing it to.

Like 𝐋𝐚𝐮𝐫𝐚 said, less hype, more impact.

I'm here to support something powerful: 

AI and human intelligence together, making better decisions, building stronger connections, and creating hiring processes that actually make sense for the organization and the person walking through the door.

HR doesn't just need to understand AI. 

HR needs to lead it.

That starts today.

#shrm #AI
#HumanResources
#FutureOfWork
#TalentAcquisition
#hrtech

A CEO, a CHRO, a CFO, and a former regulator walk into a boardroom.

Same title: board director.

Completely different job.

A mutual fund board and a public operating company board are both called boards of directors. 

Both have fiduciary duties. 
Both have independent directors, formal committee structures, and governance responsibilities.

But what they actually do every day is not the same.

👉🏽 One follows a law written in 1940 and watches over an outside adviser. The other operates under state corporate law and Sarbanes-Oxley and oversees the executives running the company.

👉🏽 One approves or ends a contract with an adviser. The other hires, reviews, pays, and can fire the CEO.

👉🏽 One protects shareholders from unfair fees and conflicts of interest. The other drives long-term enterprise value while overseeing strategy, capital allocation, cyber, AI, CEO succession and operational risk.

👉🏽 One has independence rules set by federal law. The other follows stock exchange rules for its audit, pay, and governance committees.

👉🏽 One manages a relationship with an outside firm. The other manages the team inside the company.

👉🏽 One signs off on adviser contracts, fund distribution plans, and compliance rules. The other approves mergers, CEO succession, executive pay, and major strategy changes.

👉🏽 One looks for people with investment knowledge, fiduciary experience, and regulatory know-how. The other looks for people who have run companies, raised capital, and led major change.

👉🏽 One rarely sets term limits — directors serving 15 to 20 years is normal, even welcomed. The other is moving toward 12 to 15 year limits, with investors watching closely when directors stay too long.

👉🏽 Mutual fund boards frequently retain directors well into their 70s and 80s. Corporate boards are under growing investor pressure to demonstrate active refreshment.

Board seats are opening up          …more than most executives know. 

Mutual fund boards. Public operating company boards. Private. Civic. 

Each one is a different room, with a different purpose, a different definition of risk, and a different idea of what a great director looks like.

That's not a barrier. Those are options, and knowledge is power.

The executives who understand this aren't just better positioned for one seat. They're positioned for the right seat. 

When you walk into a room already fluent in its language ….already clear on the value you bring …you don't just get the seat.

You own it.

Most executives only know one door exists.

There are many. And one of them could have your name on it.
______________
Sign up for my free 5-day email course which helps executives translate operating experience into governance credibility. 

🔗 https://lnkd.in/e7RS_JmU

This is a comparison chart of the 9 key differences between a Mutual Fund Board and a Public Operating Company Board.

Two CEOs. One built a remarkable career. The other built five.


Guess which one most boards would hire.

Succession planning has a bias problem. Not the kind that shows up in diversity audits. The kind that's baked into the criteria itself. 

Most shortlists are built around past performance ....who has already succeeded, in a role that no longer exists, in a market that has already changed.

Adam Grant calls what gets missed "hidden potential." 
Hidden capacity for growth that isn't immediately visible in a track record. 

The candidate who made everyone around them better rarely looks like the strongest candidate on paper. They look like the person who kept promoting their people. Who took the harder assignment instead of the safer one. Who left every team they touched better than they found it.

Grant calls these people givers. And here's what most boards don't know: givers are at the same time the worst performers in any organization and the best. 

The difference is environment. 

In a culture that extracts from them, they burn out. 
In a culture that protects them, they build empires.

The board's job isn't just to find the right person. 
It's also to build the right conditions.

If you're on a board right now, look at your succession plan. 
Does it measure what a candidate has built, or who they've built?

Those are not the same question. 
And they will not surface the same candidates.

_______________________
A colleague of mine, Jay R. Weiser, has created a short diagnostic on the Board–CEO–CHRO relationship — the triad that determines whether strategy actually becomes value. If you're a Board Director, CEO, or CHRO, your perspective is exactly what's needed. Takes a few minutes.
Take the Pulse Check here: https://lnkd.in/eXq3cSBf

CEO mentoring pairs: Steve Jobs and Mark Zuckerberg. Warren Buffett and Bill Gates, Eric Schmidt and Larry Page / Sergey Brin, Maya Angelou and Oprah Winfrey, 
Anne Mulcahy and Ursula Burns.

Jack Dorsey just cut 40% of his company.

4,000 people. Gone. Block, the parent of Square and Cash App, announced the layoffs this week citing AI. Intelligence tools, Dorsey said, have changed how to run a company.

Wall Street's response? The stock jumped 23%.

That's the math that's winning right now.

Here's the math that isn't on the agenda:

In 1914, Henry Ford did something that made every other factory owner in America think he'd lost his mind. He doubled his workers' wages to $5 a day. Not out of generosity, but because the  math made sense.

"I want my employees to be able to buy my cars."

That logic seems obvious now but it wasn't then.

Those 4,000 Block employees aren't just a headcount reduction. 

They're Cash App users. 
They're Square merchants. They're the demand side of someone else's balance sheet. 

When UPS cuts 20,000 and Amazon cuts another 14,000, those aren't just efficiency gains. Those are customers. 
Mortgage payments stopped. Walmart carts left in the parking lot. 
Verizon bills going to collections.

The efficiency argument is airtight …until the demand side gives way.

Ford understood that a worker with no money to spend wasn't just a social problem. It was his business problem. The same people building the car had to be able to buy the car.

We are moving very fast on one side of that equation right now.

The board question isn't "How much can AI save us?"

It's "Who's left to buy what we're selling?"

You can automate your workforce.

You cannot automate your customer base.

I'm an HR professional with 12+ years of experience (including Amazon and Head of HR roles) specializing in Quebec/Ontario employment law compliance and manager development.

What I've learned:

Most growing companies hit a wall around 50-100 employees—not because of their product or market, but because their people systems break.

Managers get promoted with zero training.
HR compliance becomes a legal minefield (especially in Quebec).
One undocumented conversation becomes a $45K wrongful dismissal case.
Great people quit because of poor management.

My expertise:

Quebec/Ontario labor law compliance
Manager development and leadership training
Strategic HR guidance for growing organizations
Performance management and organizational effectiveness
Complex employee relations (terminations, accommodations, investigations)

Currently serving as Head of HR for a Quebec-based organization.
I occasionally take on select consulting projects helping SMEs navigate HR challenges.

Let's connect:

If you're dealing with HR compliance issues or manager development challenges, feel free to reach out. 

Always happy to have a conversation!

Mariel CRHA

A few years ago, an employee came to see me.

She looked exhausted.

I asked her how she was doing, for real.

She broke down in tears.

Her father was sick. She wasn't sleeping. She didn't know how to keep going.

I didn't say anything special. I just listened.

The next day, she sent me a message thanking me for asking how she was because no one had asked her in weeks.

It took me 10 minutes.

No budget. No program. No wellness committee.

Just a real question.

We talk a lot about retention, engagement, and culture.

But sometimes it starts with:

How are you? For real.

Mariel Peralta CRHA

Head of HR | CRHA | Helping Quebec SMEs build compliant people systems

Un superviseur me dit cette semaine :

Je ne trouve pas de bon monde. 

Je lui pose 3 questions.

T'as affiché où? 
→ Indeed.
Combien de CV sont rentrés? 
→ 50.
T'en as rappelé combien? 
→ Aucun.

50 candidats.

Mais dans sa tête : Y'a personne sur le marché. 

La réalité du recrutement en 2026 :

Les bons candidats restent disponibles 48 à 72 heures.

Pendant que l'entreprise attend le CV parfait, reporte les appels, remet l'entrevue à la semaine prochaine

Le candidat motivé de lundi, jeudi, il signe ailleurs.

Les entreprises ne manquent pas toujours de candidats.

Souvent, elles manquent de vitesse.

ChatGPT can write your employment contract in 30 seconds.

So why do HR professionals still exist?

Because AI only works when you know exactly what to ask.

I tested it and got a contract that looked legit.

But I had to guide it on: 
→ Probation clauses that actually hold up 
→ How to word hours and overtime 
→ Termination conditions that won't trigger lawsuits 
→ Non-compete traps that backfire on employers

A business owner doing this solo? They'd miss half of it.

It's like googling your symptoms and prescribing yourself medication. You might get lucky or you might make it worse.

A bad contract = $10K to $30K when the employee disputes their termination.
"My contract didn't say that." 
"My probation wasn't clear." 
"My hours weren't defined."

And now it's your word against theirs.

AI is powerful. In the right hands.

Would you let ChatGPT write your contracts?

Un gestionnaire mal préparé ne coûte pas juste du temps.

Il coûte des employés.

Ce cycle détruit trop souvent les entreprises :

→ Un bon employé est promu superviseur
→ Aucune formation en gestion
→ Il gère comme il peut
→ Les employés partent un à un
→ Le propriétaire se demande pourquoi le roulement explose

Pendant ce temps, l'hémorragie financière continue.

Et le vrai coût?

Remplacer un employé de production = 50-75% de son salaire annuel.

Multiplie ça par 5 départs évitables.

C'est 25 000$ à 50 000$ par année.

Pas en salaires mais en pertes invisibles.

Ajoute à ça un dossier CNESST.

Mais ce qui change tout es un gestionnaire qui sait donner du feedback sans blesser. Qui règle un conflit avant qu'il empoisonne l'équipe. Qui intègre pour que les nouveaux restent.

Ces compétences-là ne s'improvisent pas.

Elles se développent. Avant que ça coûte.

Votre équipe de gestion est-elle prête… ou vous espérez que ça tienne?

On parle souvent de la période de probation pour l'employé.
Personne ne parle de celle pour l'entreprise.

On peut voir les 90 premiers jours comme une période de probation pour l'employé.

Ou bien une période de probation pour l'entreprise.

La plupart des compagnies choisissent la première option.

Après des années en recrutement, je peux vous dire ce que l'employé se demande dès le jour 1:

Après des années en faisant embauches et onboarding que vais-je vous dire ce que l'employé se demande dès le jour 1 :

1. Est-ce que je sais ce qu'on attend de moi? 
2. Est-ce que quelqu'un m'aide quand je suis perdu? 
3. Est-ce que je me sens à ma place ici?

Si la réponse est non pendant 90 jours...

Il part.

Pas parce qu'il n'était pas bon.

Parce qu'on l'a laissé tomber.

Le turnover dans les 90 premiers jours, c'est rarement un problème d'embauche.

C'est un problème d'accueil.

Soyons honnêtes.

Si vos employés se sentent : 
→ Épuisés 
→ Dépassés 
→ Exposés à la politique de bureau et au chaos

Ce n'est pas un problème d'engagement.
C'est un problème de leadership.

Parce que les vrais leaders ne font pas que gérer.

Ils protègent.

- Ils protègent leur équipe du chaos. 
- Ils protègent contre la culture de blâme. 
- Ils créent un espace où les gens peuvent performer sans avoir peur.

On a tous eu ce leader-là, celui qui faisait écran entre vous et la tempête, pas pour vous cacher la réalité, mais pour vous donner l'espace de faire votre meilleur travail.

Il ou elle : 
→ Absorbait la pression d'en haut sans la transférer à l'équipe. 
→ Défendait ses gens, même quand c'était inconfortable. 
→ Créait de la stabilité quand tout était incertain.

Pas parce que c'était facile, mais parce que protéger son équipe, c'est le vrai travail du gestionnaire.

Alors voici le vrai test :

Est-ce que votre équipe se sent protégée ou exposée?

Parce que les employés ne quittent pas les entreprises. Ils quittent les gestionnaires qui ne les protègent pas.

♻️ Partagez si vous avez eu un leader comme ça. 

Identifiez un gestionnaire qui protège vraiment son équipe.

📷 Image : Jitender Girdhar

Bon, je vais être honnête.

On cherche un responsable comptes clients chez ISN (où je travaille). 65-70K. Hybride à Boucherville.

Pourquoi ça traîne depuis des semaines?

→ Parfaitement bilingue (pas juste "conversationnel")
→ 4-5 ans en recouvrement/collections (obligatoire)
→ Disponible pour la Rive-Sud

Ces trois critères = 12 candidats dans tout le Québec. Peut-être.

Le poste, sans BS :

Collections quotidiennes avec les clients. Traitement factures/crédits. Gestion des dépôts RBC Express. Setup des nouveaux clients. 

C'est la personne qui devient LE référent crédit de l'entreprise.

ISN, c'est peut-être pas la première entreprise qui vient en tête, mais c'est solide. Distributeur d'outils automobiles depuis 25 ans. Équipe stable. Vraie opportunité de monter.

DEC comptabilité, un plus. Pas obligatoire si vous avez l'expérience.

Ce qui marche bien :

→ Assurances complètes + REER
→ Stationnement gratuit (oui, ça compte)
→ Équipe qui se tient
→  Culture stable et équipe qui se connaît bien.

La réalité : si vous matchez ces critères, vous avez probablement déjà une job.

Mais au cas où vous cherchiez quelque chose de stable, ou connaissez quelqu'un...

Message moi.

Parce que là, je capote autant que vous autres.

Question simple : où se situe exactement la ligne entre gérer la performance et le harcèlement psychologique?

95% des dirigeants que je rencontre ne savent pas quoi répondre.

Et depuis la Loi 27, cette zone grise peut vous coûter cher.

Voici ce que dit la loi : conduite hostile répétée qui porte atteinte à la dignité et crée un milieu de travail néfaste.

Mais attention: l'intention ne compte pas. C'est l'EFFET sur l'employé qui importe aux yeux des tribunaux.

Prenez l'affaire Lanni. 

Un superviseur qui contacte son employé constamment après les heures. Un ton agressif qui devient la norme. Des insultes devant les collègues. Il va même jusqu'à lui lancer une boîte au visage.

L'employé développe de l'anxiété sévère. Troubles du sommeil. Besoin d'aide psychologique.

Et l'employeur dans tout ça? Aucune politique en place. Aucune formation donnée. Zéro mécanisme de prévention.

Résultat : condamnation.

Depuis octobre 2025, la Loi 27 ne laisse plus de place à l'improvisation. Vous devez avoir :

→ Des politiques claires et communiquées
→ De la formation pour vos gestionnaires
→ Des mécanismes d'intervention rapide
→ Une documentation systématique

Ça ne veut pas dire que vous ne pouvez plus être ferme. Vous pouvez encore donner du feedback direct, recadrer quand nécessaire, maintenir des standards élevés.

Mais il faut des garde-fous.

Les entreprises qui se font poursuivre? Elles naviguent dans le brouillard. Celles qui ne se font jamais poursuivre savent exactement où est la ligne.

La plupart des PME québécoises ne le savent pas encore.

La bonne nouvelle : ce n'est pas compliqué à mettre en place. Mais il faut le faire.

Est-ce que votre entreprise serait en mesure de répondre à cette question aujourd'hui?

Une entreprise de services avec 30 employés ,et 5 ans d'opérations.

Inspection du Comité paritaire : irrégularités détectées dans les calculs de vacances et avantages sociaux.

30 jours pour se conformer.

Le défi:

Personne dans l'équipe ne savait exactement ce qui n'allait pas. Ni comment le corriger.

Les erreurs identifiées :
→ Calculs de vacances incorrects depuis la création de l'entreprise
→ Avantages sociaux mal appliqués sur les bulletins
→ Aucune documentation pour justifier les pratiques actuelles

Le problème: 5 ans d'erreurs accumulées. Et un échéancier serré.

La solution

Audit complet des pratiques de paie. Identification précise de chaque irrégularité. Correction des processus. Mise en conformité complète.

Tout documenté. Tout justifié.

Le résultat

Conformité atteinte dans les 30 jours. Aucune pénalité imposée.

Le coût : retro paiement sur 5 ans. Mais l'entreprise opère maintenant avec des bases solides.

Plus important encore : ils savent maintenant exactement où ils en sont.

Ce que cette situation illustre

La plupart des PME pensent être conformes. Jusqu'au jour où elles découvrent que non.

La différence entre une crise et une correction ? Agir avant que le problème devienne urgent.

La conformité n'est pas sexy. Mais elle évite des factures surprises.

Escalader n'est pas une faiblesse.

C'est une décision stratégique.

Quand je vois un gestionnaire hésiter à remonter un problème, je ne pense pas qu'il manque de courage.

Je pense qu'il n'a jamais eu le filtre.

Trop de superviseurs font l'un ou l'autre :

→ Gérer seuls des situations à risque légal
→ Escalader tout et paralyser leur boss

Les deux coûtent cher.

Parce que savoir quand escalader, c'est du jugement.

Et le jugement se bâtit avec des critères clairs.

Voici le filtre que je donne à mes gestionnaires :

Tu gères toi-même si :
→ Problème de comportement avec avertissement verbal
→ Conflit entre employés sans allégation de harcèlement  
→ Baisse de performance avec première conversation
→ Absence isolée sans pattern répété

Tu escalades si :
→ Mention de discrimination, harcèlement ou santé mentale
→ Plainte formelle ou menace CNESST
→ Doute sur aspects légaux
→ Congédiement ou suspension

La règle des 30K :

Si une mauvaise décision peut coûter 30 000$ → ce n'est plus un problème de gestionnaire. 

C'est un problème RH.

Si vous êtes gestionnaire, ce filtre vous protège.

Si vous êtes dirigeant, il protège votre entreprise.

Il n'y a aucune faiblesse à savoir quand demander de l'aide.

Seulement de la maturité.

C'est quoi la situation que vous hésitez le plus à gérer seuls en ce moment?

En ce moment, il existe 2 types d'employeurs au Québec.

Celles qui embauchent à tout prix et disent: on ajustera le salaire plus tard.

Celles qui perdent des candidats et disent: on ne comprend pas, le poste est affiché depuis 3 mois.

Souvent, ce sont les mêmes entreprises.

Mais la réalité dans le marché aujourd'hui est que, 

Un bon candidat reçoit 2-3 offres en même temps, il compare et il choisit celle qui le valorise maintenant, pas celle qui promet éventuellement un jour.

Quand on dit: On ajustera plus tard, ça  sonne comme: on verra si t'es assez bon.

Les meilleurs n'attendent pas de prouver leur valeur, ils vont où c'est reconnu dès le départ.

Je dis pas de surpayer.

Je dis d'être réaliste sur ce que le marché demande.

Et honnête sur ce que vous pouvez offrir.

Tout le monde pense que les RH, c'est juste de la paperasse.

Ils ont à moitié raison.

On passe des heures sur la documentation, les politiques, les dossiers employés.

Le monde trouve ça plate.

Mais voici ce qui arrive quand cette « paperasse » devient votre bouclier :

→ Congédiement documenté correctement = 0$ au tribunal 
→ Congédiement mal fait = 200 000$ en dommages 
→ Politique harcèlement à jour = protection Loi 27 et Loi 42 
→ Politique inexistante = poursuite et condamnation 
→ Audit CNESST avec dossiers en ordre = inspection fermée 
→ Dossiers manquants = amendes et corrections forcées

Cette documentation administrative, personne ne veut faire.
C'est exactement ce qui protège vos revenus quand les choses tournent mal.

C'est ce qui évite les frais d'avocat.

C'est ce qui garde vos gestionnaires hors des tribunaux.

Chaque heure passée sur la conformité aujourd'hui vous évite des semaines de crise demain.

Quelle est votre plus grosse lacune en documentation RH en ce moment?

Hier soir, par curiosité, j'ai testé quelque chose.

Est-ce que ChatGPT peut rédiger un contrat de travail conforme au Québec?

Réponse courte : OUI.

Réponse longue : seulement parce que je sais exactement quoi lui demander.

J'ai dû guider GPT sur :
→ Les clauses de probation conformes aux normes du travail
→ La formulation des heures et du temps supplémentaire
→ Les exigences de la Charte de la langue française
→ Les conditions de terminaison qui ne créent pas de litige
→ Les clauses de non-concurrence (rarement valides au Québec,  fardeau de preuve sur l'employeur)

Et le résultat? Un contrat techniquement utilisable.

Mais voici le problème.

Une compagnie qui pense pouvoir faire pareil sans connaissances RH.

C'est comme laisser votre cousin Kevin réparer votre toiture parce qu'il a regardé des vidéos YouTube. Techniquement, il sait où mettre les clous. Mais quand ça coule, c'est vous qui payez les dégâts.

Un contrat de travail mal rédigé au Québec = 10 000 $ à 30 000 $ en réclamations quand l'employé conteste son congédiement.

"Mon contrat disait pas ça."
"Ma probation était pas claire."
"Mes heures étaient pas définies."

Et là, c'est votre parole contre la leur. Sans documentation solide.

L'IA, c'est un outil puissant. Dans les bonnes mains.

Est-ce que vous feriez confiance à ChatGPT pour rédiger vos contrats d'embauche?

taplio

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