Sleeping with colleagues. Talking Tea. Doing your boss’s dirty work. We discuss the top 5 HR faux pas plaguing the profession. Tyson admits to most of them and anecdotes ensue. Join us for the duos first ever “live in person’ recording! * Brought to you by Ink'd Stores - free corporate webstores. Mentioned People Problems for a 20% discount off any swag order and build your custom company swag store for free today! *
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Release Date: September 21, 2022
[00:00:00] Automated: Warning. This podcast is about the realities of working in People Operations. This is not a stuck-up PC compliance-based or employment law podcast about stuffy outdated HR practices. Shit will get real here. We assume no responsibility.
[00:00:16] Alexa Baggio: Just another day in the office.
[00:00:18] Tyson Mckenzie: There's nothing better than a bunch of people who work in the HR getting around the table and sharing these stories. We have this out-of-body experience in HR where you're like, "I get you." HR is not that bad. It's not.
[00:00:29] Alexa: Come hang out with Tyson and I on this podcast, we'll make you laugh.
[00:00:31] Automated: This is the People Problems Podcast with Alexa Baggio and Tyson Mckenzie.
[00:00:40] Alexa: What's up Tyson?
[00:00:41] Tyson: What is up? We are live-- [crosstalk] together at last.
[00:00:47] Alexa: In these amazing pink blazers. I love it. Welcome to San Francisco.
[00:00:50] Tyson: Thank you.
[00:00:51] Alexa: How are you finding the US?
[00:00:52] Tyson: I'm loving it honestly. I was telling someone this earlier San Francisco is exactly what I thought it was going to be.
[ 00:00:58] Alexa: Tell me everything.
[00:00:59] Tyson: Like it has the colorful houses, the Hills, a lot of mustaches. It is just exactly how I would have expected. I actually saw a man holding a pile of books, books, old school, on paper.
[00:01:17] Alexa: We still have those sometimes.
[00:01:18] Tyson: I was like, "Oh my God. I'm in San Francisco." [laughs]
[00:01:21] Alexa: California.
[00:01:22] Tyson: Exactly.
[00:01:22] Alexa: Is this your first time in San Francisco?
[00:01:24] Tyson: My first time. Yes.
[00:01:25] Alexa: Amazing. All right. On a scale of 1 to 10, 10 being like, I'd move here tomorrow. One being like, I never want to come back. Where are we at?
[00:01:32] Tyson: I would probably say maybe a four. I definitely wouldn't move to California. Sorry. [laughs]
[00:01:39] Alexa: I'm going to take a Canadian bias out of that and round you up to a five.
[00:01:45] Tyson: I'm sorry.
[00:01:46] Alexa: Sorry. I'm sorry.
[00:01:47] Tyson: I come from a very small little community. It's just a little tiny baby.
[00:01:53] Alexa: You're in the big city now kid.
[00:01:54] Tyson: Like a little pimple in the world.
[00:01:56] Alexa: No country wifi here. I love it.
[00:01:59] Tyson: There's too much Wi-Fi here.
[00:02:00] Alexa: Too much Wi-Fi. It's expensive. Speaking of being expensive today's episode is brought to you by our community to People Ops Society. Join our community of listeners and People Op Professionals at POPS. You can use the forum for feedback, download awesome resources and templates shared by your peers, and get access to great free courses.
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Last but not least our famous shameless plug, which is to make sure to follow us on all things social, at People Problems, the famous @hr.shook, and myself at the influencers spelled with HR. Today, we have a very exciting live episode that we are recording. We are at happy hour.
What you are hearing behind us is just drinks and general chit-chat. We are going to talk today about something very fun, which is the top five HR faux pas. These are for listeners. These were reported and then whittled down to what we think are the strongest five that are worth talking about. I'm ready if you're ready.
[00:03:09] Tyson: I'm ready. Let's hear it.
[00:03:10] Alexa: You're ready? All right. Number one is not being transparent communicators. Not communicating about performance, pay, all the standard things is a big HR faux pas. What do you got?
[00:03:22] Tyson: This is when we all of a sudden hit someone with a performance letter and we haven't chatted with them at all about their performance.
[00:03:29] Alexa: They're like, "What do you mean?"
[00:03:30] Tyson: They're like, "Wait, I thought I was doing a good job."
[00:03:32] Alexa: News to me.
[00:03:34] Tyson: Exactly. When you tell someone, "You're getting a 2% pay increase." They're like, "Wait, why?" We don't have anything to back it up. I think more endure--
[00:03:46] Alexa: Is that on you or is that on the manager?
[00:03:48] Tyson: I think it comes down to, I'm going to say the dirty P-word, policy is that--
[00:03:52] Alexa: A lot of dirty P words in the world of People Problems.
[00:03:55] Tyson: People Problems.
[00:03:56] Alexa: People Problems for our audio team. [laughs]
[00:03:59] Tyson: Exactly. Anyways, I think what people are wanting more and more of is transparent policies. Understanding how their pay is determined, how performance is measured.
Not having transparent policies to back up the way that we're communicating to employees is really a faux pas. We need to be more clear and open about the way that people are being measured and paid for sure.
[00:04:22] Alexa: Just to be clear, let me just back up for a hot second, because I should have done this before. Which is let's define a faux pas.
[00:04:27] Tyson: Ah, yes.
[00:04:28] Alexa: A faux pas is like a blunder. It's like a mistake. It's like a tactless blunder. We've done episodes on misconceptions. We've done episodes on the perception of HR.
We've done episodes on some of the negativity that's around the reputation of HR and this is a little bit different.
This is basically how sometimes HR steps into it. [laughs] Most importantly, why specifically to pay transparency in some of these other things? Why this is important because what it hurts.
[00:04:56] Tyson: It's like the do's and don'ts, these are the don'ts of HR.
[00:05:00] Alexa: Not everybody has experienced this I'm sure.
[00:05:03] Tyson: Exactly.
[00:05:04] Alexa: Have you done this before?
[00:05:05] Tyson: Yes.
[ 00:05:06] Alexa: Tell me a story about a time where you were like, "God damn it."
[00:05:09] Tyson: Okay. Hold on. The time that I was not transparent, I guess is the typical, you're being fired, you're being, let go. Why am I being fired? It's because of a business decision and this is always our go-to answer. It's what we're told to say by lawyers.
[00:05:28] Alexa: To be fair, it's always true. There's no way--
[00:05:30] Tyson: It was a business decision, I guess. This is something--
[00:05:35] Alexa: It's not that wrong.
[00:05:36] Tyson: I'm going to push for more in terms of being transparent in this area specifically. That's one thing that I've done for sure.
[00:05:44] Alexa: Okay.
[00:05:44] Tyson: Yes.
[00:05:45] Alexa: How did you come to feel the repercussions of that?
[00:05:50] Tyson: I think in a particular situation where I was being asked for more details and I was stuck there, like an asshole saying it was a business decision.
[00:06:01] Alexa: It's a business decision. It was a business decision.
[00:06:02] Tyson: I literally had nothing else to say.
[ 00:06:04] Alexa: It was a decision by the business. Poor decision. [laughs]
[00:06:06] Tyson: Yes. The business made the decision business and it's a cop-out. It is a cop-out. We need to give people more reasoning. Look, I get it. Lawyers think that we're going to get sued if we do, but we're probably better off and more, less likely to get sued. If we're more honest.
[00:06:18] Alexa: Is there a way that HR can not participate in this faux pas so often?
[00:06:23] Tyson: Pushing back on leadership.
[00:06:26] Alexa: Tell me more.
[00:06:27] Tyson: In a situation where you don't have the answers, let's say the leader's like, "Yes, I want to give them a performance letter." You don't just draft up the performance letter. You have to figure out, why are you giving them a performance letter. Have you talked to them?
Oftentimes leaders will tell you, yes, I did. I did give them feedback. Then when you drill down a little bit more, it turns out that the feedback was not exactly what they said it was, or it wasn't received. You want to make sure the feedback was received by the individual.
[00:06:56] Alexa: For the performance was actually different than originally.
[00:06:58] Tyson: Exactly.
[00:07:00] Alexa: Got it. All right. You can shorten your-- Hold on. Sorry. Ellie live recording. Can you push your butt down a bit? There we go.
[00:07:10] Tyson: Now I feel no this is not working for me. [laughs]
[00:07:14] Alexa: I'm coming with you. There we go. Live recordings. This is what they're all about. All right. Faux pas number two. I want you to explain this one first.
[00:07:25] Tyson: Where are you going?
[00:07:27] Alexa: I'm getting lower.
[00:07:28] Tyson: There we go.
[00:07:29] Alexa: There we go. All right. There's a spring in there somewhere. HR Faux pas number two is putting HR before the business.
[00:07:36] Tyson: Oh yes, this is mine.
[00:07:37] Alexa: Yes, let's explain this one.
[00:07:39] Tyson: I literally responded--
[00:07:40] Alexa: Just submitted this one.
[00:07:41] Tyson: To my own question, I submitted this one.
[00:07:43] Alexa: No bias here. This is a bias-free survey.
[00:07:46] Tyson: I think that everybody who's over there enjoying their drink right now needs to listen to this one. Oftentimes in HR, we are pushing our HR onto the business. Do your performance reviews, do your engagement surveys. You haven't finished this. You haven't finished that.
We're not stopping to think, is this serving the business? If it was actually helpful for the business, why are they so disinterested in completing it? I don't like when we're designing HR process and whatever, over here, without considering what the business actually needs. If the business isn't actually doing all the HR stuff, they don't give a shit about the engagement survey.
Then maybe you should question whether or not you should be doing it. We are there. Unfortunately, whether people want to think that they're not, HR is there to serve the business and help the business achieve their business goals. We're not there to push down HR stuff onto them that they're not interested in.
[00:08:44] Alexa: It's also expensive. Let's talk about misconceptions, oh, HR is a call center, this is ineffective. The more hours you ask them to spend on engagement surveys and ask our employees must fill out these certain things or whatever the example is you are working against the business in that moment.
[00:09:00] Tyson: Yes. We do this all the time in HR. We force managers to do talent reviews, for example, and this is a big ask. It takes hours of time for them to go through all their people, put them on the little four-point scale, nine-point scale, whatever you want to do and then talk about it. Then oftentimes we are not even in a place where these managers are giving feedback. Why are you having these managers that can't even walk yet, try to run a race? It doesn't make sense.
[00:09:28] Alexa: You couldn't hear my eye roll over happy hour, but I eye rolled really hard there.
[00:09:31] Tyson: I think I submitted this because I myself, I used to do this a lot. As a young eager HR professional, I'm trying to force all the HR stuff down the throat of the business. It backfires on you. If they're not interested in that, then they're going to be turned off and you're going to lose trust. Make sure that when you're building HR practices, it's for the business and not, and putting the business first versus HR first.
[00:09:57] Alexa: Yes. Maybe to tie into our earlier session, Mel said something that was like a statement of intent. There's got to be a statement of intent with why you're asking people to do things. Because otherwise, it's just like HR for HR's sake. Ain't nobody got time for that shit. All right. Number three. HR Faux pas number three, setting people against each other. I know I love to joke that you're like a marionette [laughs] master and you're just back behind the scenes, fucking with people.
[laughs] I say that I jest, but I do actually think this happens in a really unhealthy way. This is a good one that someone brought up. What do we think about, let's give an example if you have one maybe of setting people against each other or manipulating political tactics, and then we'll discuss this in more detail.
[00:10:39] Tyson: Totally. I would say with great power comes great responsibility on this one. We are amazing puppeteers. We have a lot of influence at different levels in HR. Ways that I've seen this go wrong is when HR is sitting in a meeting with a manager and we're shit-talking an employee.
We're having, "oh, they're a bad performer, whatever. We need to do this, we need to do that with them." Then they go and talk to the employee and that employee's saying, "Actually, the manager's not being an effective communicator and I didn't know that I was doing something wrong." Then you as the HR person is like, "You know what? Your manager's in the wrong and someone should be giving you feedback to the manager." That sort of thing. Basically, you're-
[00:11:25] Alexa: Playing both sides.
[00:11:26] Tyson: -playing both sides. You're playing innocent and dumb, and then you're making them just hate each other more.
[00:11:34] Alexa: How do you avoid that?
[00:11:35] Tyson: As HR, I don't like being the one facilitating those conversations. I like to get those people together to have that conversation versus having the conversation for them. I would coach them on how to have a conversation together versus being the person like being like, well, they should have given you feedback. No, go to your manager and ask for feedback. You know what I mean? Just a different way on approaching it.
[00:12:00] Alexa: Is it honest to work with the manager first in that situation?
[00:12:03] Tyson: I usually work with both.
[00:12:06] Alexa: The employee tells you, "my manager sucks." If you go to the manager and the manager is like, "my employee sucks." You put them in a room together and you're like, you get out or what?
[00:12:14] Tyson: You can mediate that conversation for sure.
[00:12:16] Alexa: Tell me everything.
[00:12:17] Tyson: This is how this usually works. I'm sitting in a one-on-one with the manager and they tell me that, John Smith is a really, really, really bad performer. He's having issues. He's thinking about termination and blah, blah, blah. John Smith is just terrible. Not long after I'll get a meeting request from John Smith, wanting to chat with no other context.
Can you chat? Then I sit down with them and they're like, "This isn't fair. The manager's not being fair. I feel like they gave me feedback and I was sick for a few days." Whatever they have all the reasons why that- [crosstalk]
[00:12:50] Alexa: They're trying to get ahead of the fact that they know they're going to shit talk.
[00:12:52] Tyson: Exactly. There's the real thing. Then in that situation, you have to iron out what's really going on. Probably both people are a little bit right and a little bit wrong. There's three sides to every story, what he said, she said, and what actually happened. In that situation, I would talk to the manager about how to effectively give feedback. Then I would talk to you without being like, "Oh yes, John Smith, what a shitty employee. We should fire them."
Then I would talk to John Smith and be like, "Hey, what did you think the manager was talking-- what did you get from the conversation with the manager? How do you think you could act on that? This is how to be more open to feedback and this is how you can communicate more effectively. Maybe you need to share more information about what you've been doing or that sort of thing." You coach them on both sides.
Then they get together for a conversation, hopefully without HR, because nobody wants HR to be in that conversation. Then they chat and usually, they can figure it out. If not things escalate and you start with all the documentation and then you escalate to a point where you could perhaps be a mediator.
[00:14:10] Alexa: This is a faux pas because it's basically just asking them to make the feelings of disrespect and not working stronger on both sides. This is a faux pas because this is not effective.
[00:14:23] Tyson: You're fueling drama.
[00:14:26] Alexa: Why do you think people do this in HR?
[00:14:29] Tyson: Because I think people inherently like to shit talk to gossip and they just like-
[00:14:34] Alexa: Guilty. Fuck. [laughs] It's okay I have a podcast about it now.
[00:14:40] Tyson: That's why. I think honestly, people just like, or you want to level with the person. When someone's like, "Oh, my boss sucks." You're like, "Oh yes, it does suck." Or it's communication. You want to relate to the person and be like, "Oh, I understand."
[00:15:00] Alexa: What advice would you give to your 25-year-old self to say, don't do that again? Here's why you shouldn't do this.
[00:15:10] Tyson: I think I would just say as HR, we're there to help drive the business and just not get engaged in drama. It's hard because a lot of us in HR love drama, [laughs] myself included, but it's just. You want to try to maintain you are more effective if you are levelheaded and non-biased on both sides than if you're trying to peg sides or set people.
[00:15:35] Alexa: [crosstalk] I like it. All right. Along the same lines, HR faux pas number four, spreading gossip or the fight club rule, which is we don't talk about HR outside of HR or things outside of HR. If I got that right?
[00:15:50] Tyson: It's like the first rule about fight club. You don't talk about fight club. It's like that with HR too, but yet here tell people what you mean about it. We're breaking this one. No, but I think there's the obvious one and we always get asked like okay, can HR be friends with employees? [crosstalk] Yes, I think they totally can. Where this becomes problematic is when all of a sudden you're like going to bring up poor John again.
[00:16:17] Alexa: Did you hear that John Smith did X?
[00:16:21] Tyson: Or I think how I see this more realistically happen is if you have a friend in HR and let's say, you are in HR and you have a friend who's not in HR, you can give them tips on how to get things from the company.
[00:16:37] Alexa: Ah, the inside scoop.
[00:16:39] Tyson: This is something that you can do as an HR person. One of the big ones is.
[00:16:46] Alexa: Get someone the answer.
[00:16:47] Tyson: If you're just after a raise, you might get it kind of thing. Like wink. wink this is how you ask for a raise. This is how much you should ask for. This is somewhere around how much someone else is getting paid. That's doing the same thing as you. There are ways that you can give insider scoop, I think as an HR professional.
[00:17:10] Alexa: That is bad because.
[00:17:13] Tyson: I think it's bad because then you're only doing that with your friends. I would challenge and say, everybody should get that inside scoop.
[00:17:20] Alexa: That's my first thought.
[00:17:22] Tyson: As an HR professional I would try to hint hit, nudge, like everybody the inside scoop versus giving any favoritism. That's the biggest concern about having friends that are in HR is that there could be some favoritism.
[00:17:33] Alexa: It also makes the misconception more pervasive, which is that HR is not your friend. If you are on the wrong side of that gossip or the wrong side of that share, you now have a hostile relationship with HR for no reason. It's hard to be Switzerland, but--
[00:17:51] Tyson: I think that this one's obviously you're not sharing people's confidential information with other people and I think for the most part we're okay with that.
[00:18:00] Alexa: This is like to be a Supreme Court judge you're not supposed to have political views even though you're a human and you definitely have political views. Don't spread gossip even though you're human and you probably spread gossip sometimes.
[00:18:09] Tyson: Totally. I've talked about this I think before on the podcast. One of my biggest flaws is that I always befriend my boss, to a point where we have a personal friendship.
[00:18:19] Alexa: Sounds smart to me.
[00:18:21] Tyson: It's great, but then what happens is we tread this line for a little while of respect. I respect them as my leader and I'm not getting inside scoop whatever. Then like the second they're not my boss anymore, [crosstalk] there's nothing more fun than talking with the boss when you're no longer reporting to them.
[00:18:45] Alexa: I think this one is just, I think the problem is that the secondary and tertiary effects of this one are pretty pervasive. Which is that people start to hear that HR talk. They're like so and so in HR told me this thing that I wasn't supposed to know because people talk. Then it just gets out that you might not be safe if you go tell them things. That's part of the problem. All right.
Last but not least, I think we saved this one for last because it's arguably the most frustrating, which is HR faux pas number five handholding managers or doing dirty work for the manager. What are your thoughts?
[00:19:19] Tyson: This is another one I would love to talk to baby HR Tyson and be like, "Don't fill out their documents. It's their job to write their performance reviews not yours stop doing that."
[00:19:30] Alexa: I was an intern actually. It's just a random story. I was an intern at Nike in college, and I was a sales and marketing intern. I'm supposed to be like selling shoes and t-shirts out of the office and helping sales reps and all these things. The manager of the office had me fill out. I forget what they were called. There was some acronym. It was like the ABCs. Frank asked me to fill out the ABCs, but I didn't know at the time, because I was like 19, is it?
Those were the performance reviews for the team, and I went to my end of internship presentation and I was like, "Oh yes, my summer was great. I helped Frank with his ABCs. I hosted this event." Everyone was like, you filled out Frank's ABCs?` [crosstalk]
[00:20:10] Tyson: Oh, shit. That's also-- [crosstalk]
[00:20:12] Tyson: They were called ABCs.[unintelligible 00:20:13]
[00:20:13] Alexa: Telling other people that you didn't.
[00:20:14] Tyson: Yes. Well, [laughter] whatever I was 15 plus years ago, but I was like, "Oh yes, oops. I probably should keep my mouth shut about helping Frank write his performance reviews." I had no idea what I was doing at the time.
[00:20:24] Alexa: Yes. So I--
[00:20:25] Tyson: Shouldn't have done that.
[00:20:27] Alexa: You would be shocked at the performance reviews that I've completed.
[00:20:30] Tyson: I would probably not be, but tell me everything.
[00:20:32] Alexa: I'm talking VP-level performance reviews.
[00:20:34] Tyson: Yes.
[00:20:35] Alexa: I've written them.
[00:20:36] Tyson: Why though? Why? What's the [crosstalk] situation where you're writing them?
[00:20:41] Alexa: You're talking with the executive and everything about that VP. Right? You know all what they're doing well, what they're not doing well because you've been having engaging these conversations and because you're really close to them as well oftentimes.
You're working with that VP, let's say, this is just a per sake of example. You're working with them and you know a lot. You sometimes know even maybe more about them and more about their strengths and weaknesses than their boss does. It starts off as like, oh yes, do you mind just adding some of your comments you just told me to a doc, and then it's like, oh, well-- Could you just put it-- [crosstalk]
[00:21:14] Tyson: Send me that in an email.
[00:21:15] Alexa: Can you just format that in the performance-- Can you just work, put that into Workday for me? It just escalates. Again, I think most people in HR are just so desperate to help and to be respected and to do the good thing. You sometimes end up handholding managers that are either just too dumb to figure it out for themselves or they're just taking advantage of you.
[00:21:39] Tyson: Yes.
[00:21:41] Alexa: Again, I think that to be respected, you're actually better off just to be like, "Hey, we can talk about it, but like get your admin to fill it out for you. If you need your admin to do or just do it yourself." Yes. I think I'm probably the most guilty of this faux pas though because I just do shit for people.
[00:22:01] Tyson: I think you could probably be easy to fall into because people want to be helpful to your point. I also think, and something we talk about at nausea on this podcast is like, it's hard to get and find and train good managers. Management is hard. I think we have a really bad culture to promote people and we put people in management positions that shouldn't necessarily be there.
I think based on all the other things we talk about regularly is if you're going to advance this profession to be a more strategic case and strategic unit for the business you have to have a better relationship between HR and managers.
[00:22:32] Alexa: Yes.
[00:22:32] Tyson: Because that's where all of this happens, right?
[00:22:33] Alexa: Yes.
[00:22:34] Tyson: All of the breakdown of HR being a clerical function or a call center or not being effective happens when the relationship between management and HR is not effective or it's not, I think correctly managed. That's why I think this faux pas so bad is because when you are doing the work for managers, there's no out for HR. It's like if the manager is good, then the manager is good. If the manager isn't good is HR's fault. There's no winning for HR in that equation ever.
[00:23:00] Alexa: I think the other thing that happens though, is with managers they're so busy. Then because they don't value the, let's say just use this example, the performance process or actually doing that, it goes to the bottom of their list too.
That's another huge issue is just when the HR processes are so devalued that they're like, "I'll just get HR to do it."
[00:23:25] Tyson: Maybe that happens when HR puts HR before the business, faux pas number two.
[00:23:28] Alexa: Oh well that's exactly it. That's when I want to be like, look, if you don't think that these performance reviews are serving you, let's talk about a way that either you could get more out of them to benefit the business because I'm not going to sit here and waste my time. If you don't think that this is progressing your business.
Again, HR is there to serve the business and to help them reach their goals. We do performance reviews because we hope that people end up performing better after performance reviews, but if it's so laxy Daisy's or not cared about by their manager-- [crosstalk]
[00:23:55] Tyson: Literally, ask me to write them for you.
[00:23:56] Alexa: Don't waste my time. Yes, exactly. Don't waste anybody's time. I think that's come with a little bit of like maturation though, that's taken me a few years to come to the point where I can not feel hurt when and like personally hurt when the managers don't give a shit about HR.
I think that's really hard for us because sometimes we're like, oh, I work so hard on this performance process, and then nobody cares about it. That's taken time, now I've just come to the realization, If they don't give a shit about it, then it's probably just not serving them, so figure out how it can serve them better.
[00:24:29] Tyson: Yes. I would argue, one of the things I talk about a lot is, let's not get all the way to the point where you worked really hard on a performance process only to get to the end of it to realize nobody fucking cares about it. [laughs]
[00:24:38] Alexa: Yes.
[00:24:39] Tyson: There were probably a few checkpoints, we should have built-in there to maybe test some of this pilot, some of this-- Truthfully just treat a lot of the way HR builds processes and functions and things like performance planning around the same way people build products, right?
You would never launch a product in the market, if what's the saying from field of dreams if you build it, they will come. That shit's not true. You build a little bit and you see if they come and then if they come even a little bit more, and then you keep going and I don't know why we're not using the same processes with things that are to your point earlier, take a lot of time and money from the organization.
Performance planning and performance reviews and engagement surveys and all this bureaucratic crap that HR gets known for is it. People start to loathe it because you're right, it doesn't serve them and their business function, it serves HR. I think all these faux pas feed off of each other in a way.
[00:25:27] Alexa: Yes, they definitely do.
[00:25:28] Tyson: Any faux pas we didn't talk about that you're like just you want to get out?
[00:25:31] Alexa: Yes. Some fun, but not fun but I guess some just other ones never firing people on Fridays.
[00:25:40] Tyson: Yes, what's with that?
[00:25:41] Alexa: I have 3,000 people send me that one. Literally, every other response was don't fire people on Fridays. I guess what I've been told my entire career is that we don't fire people on Fridays because you want to make sure that after you fired them, they have a chance to reach out to various professionals. Whether it be a financial advisor, a lawyer, a counselor, et cetera, et cetera.
Those people aren't typically working on Saturday, Sunday. You want to give them time or a chance to be able to reach out to these professionals, which I think makes sense.
[00:26:18] Tyson: Why can't they do that on Monday?
[00:26:19] Alexa: No, they can do that on Monday.
[00:26:20] Tyson: As I was listening I got like say, "What?" Why can't they wait till Monday to do that? That's my point.
[00:26:25] Alexa: Because the person is in turmoil and they need to get in touch with a professional of some sort. That was what I was told as a young in HR by a leader. I thought that's just stuck with me. It's kind of like when you were little and your parents told you you couldn't swim.
[00:26:44] Tyson: After eating lunch?
[00:26:45] Alexa: After eating lunch. To this day I literally think I will drown if I go in the water after eating an almond. It's not true but it's like one of those things that sticks in your head. Anyway, I think another thing that now after thinking about it over the years is like it's just an asshole thing to do. Like yes--
[00:27:03] Tyson: Just ruin somebody's weekend. That's better reason not to fire someone on Friday.
[00:27:07] Alexa: Do your job work all week long, and then it's kind of buying them at the end of the day. We're just going to get one more day out of you. It's just like a shitty thing to do. I rather just Monday morning 8:00 AM, done.
[00:27:19] Tyson: Okay, an executioner word. Any others that you think are worth mentioning that we didn't talk about? We picked the big meaty ones.
[00:27:27] Alexa: I think we covered it even within the realm. We clump them together to get the gist of most of them. The biggie was gossiping was there a huge one?
[00:27:36] Tyson: Yes, that's the big one. That one is pretty pervasive. All right. Well, thank you to everyone at first runners-up and listen to us do this live. Tyson, glad you're a real person. Nice to finally meet you in person and we'll see you next week in LA.
[00:27:50] Alexa: I can't wait. See you then.
[00:27:52] Tyson: Bye.
[00:27:55] Speaker: Wait a minute before you leave take some time to leave us a five-star rating. Really looking for that. Also if you'd like to [inaudible 00:28:01] episodes, check this out on our new YouTube channel, thanks.
[00:28:06] Alexa: This episode was executive produced by me Alexa Baggio with audio production by Ellie Brigitta Pure Harmonies. Our Intro music was also done by the wonderful Ellie Brigitta Pure Harmonies. You can find more information about us and future episodes and peopleproblemspod.com or follow us at People Problems pod on all things social. Thanks.
[00:28:22] [END OF AUDIO]