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Last week Deloitte released the 2019 Global Human Capital Trends report. It’s always a must read for me and I strongly encourage other HR leaders and those involved in the talent/people space to take a look. Last year, Deloitte described the rise of the social enterprise and this year’s report outlines how the factors and pressures that have driven the social enterprise not only continue but are growing more acute. 84% of respondents reports they need to rethink their workforce experience to improve productivity, and • 80% believe they must develop leaders in a different fashion Deloitte outlined a set of five principles to frame the “human focus” for the social enterprise; describing them as benchmarks against one can measure actions and business decisions that could affect people: These five design principles define the “why” of reinvention and the 2019 Human Capital Trends, listed below, are divided into 3 categories: • Learning in the flow of life

The other week, without much else going on, Mr. S. and I settled down on the couch and watched a marathon of James Bond movies. (editorial note: I never liked Pierce Brosnan in the role and, IMO, Roger Moore was the absolute worst.) As always, when watching any movie that features some evil-doer (ED) focused on disaster, mayhem, and taking over the world, I gave lots of attention to the ED’s side-kicks. I thought my time in the hospitality/gaming industry presented mad-paced recruiting, sufficiently high turnover and challenging employee relations issues.

Not the Same as It Ever Was I have, over the course of time, participated in and/or facilitated numerous activities designed to create, define and encapsulate company “Mission, Vision & Values. Quite often, because some training facilitator settled on a way to approach this exercise in 1987, this process has involved a cross-section of employees and other stakeholders settling themselves into a room armed with flip charts, markers, and cartons of post-it notes. Let me present, the Strio Consultingvalues: No Doors and Open Windows Lots of companies talk about an “open door” culture but we embrace a culture with no doors and wide-open windows. : Real Talk on What it Takes to Create an Amazing Culture”with Michelle Prince, SVP, Global HR, Global Head Learning & Development, Randstad; John Baldino, President, Humareso; and Niamh Graham, VP of Global HR, WorkHuman.

This ongoing behavior, over a lengthy span of time, included a workplace where bathrooms were declared for “whites only,” black supervisors were called “boy” and other words, nooses were hung, white employees had conversations about bringing guns to work, and a white subordinate yelled and raised a heavy metal clutch in a threatening manner to his black supervisor. The Ohio Civil Rights Commission completed a nine-month-investigation last March and the commission’s director of regional operations said that she would rank this case amongst the worst cases her team has ever seen. we tried to navigate that relegated our employees (3rd party contractors) to dingy dirty bathrooms in “their sections” of the plant floor while the client’s employees (predominantly white) used a clean well-lit bathroom that was, actually, centrally located and easily accessible to everyone in the unit no matter the “section” in which they worked. REALLY like, for a wide number of people, to live in these United States (and elsewhere for that matter)don’t expect someone else to do the work for youvow to change that which is toxic in yourselfdon’t put the responsibility for change on those who are marginalized or being discriminated againstremove those who do harm to others, whether via ignorance or on purpose, from your lifepromote equity and equality in all that you dochallenge and call out those who perpetuate and embolden racism and misogyny – whether that be on the job or on the street We can work on this together.