OK, hear me out. You know that feeling when you
finally get home after a long day or if you work from home
like me, you close your office door for the night and you just
breathe and you exhale. Everyone breathe.
That's what your space should feel like, like a sanctuary, a
place where you can truly unwind, let go of the stress and
just be. This is advice I'm giving to
myself because I've been taking on a lot at work.
And at the end of the day, if your bed is not the most
inviting, relaxing, luxurious part of your home, we need to
talk. Like, what are you doing?
So here's the thing. Your 5 to 9 is just as important
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get her for Mother's Day. Mother's Day is coming up.
And I always, this is terrible, but I always end up being like,
Oh my gosh, that's Mother's Day. But now luckily I have a heads
up and I'm reminding myself and you that Mother's Day is coming
up. So by your mother, your spouse,
your, I don't know, dog mom, something amazing like these
bamboo pajamas or the sheet set to really make their Mother's
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That's 40% off. That is like the best deal ever.
And if you get a post purchase survey, by the way, please let
them know that you heard about Cozy Earth right here on the
Bringing the human back to Human Resources podcast, because it is
so helpful for them to know that my discussion with you about
having this most fabulous 5 to 9 after your nine to five impacted
you in some way. And by the way, like I said, the
first thing that I'm buying not only for my mother, but also for
the other mothers in my life are those cozy, fabulous bamboo
pajamas. So let's prioritize sleep,
prioritize. You sleep better with cozy
earth. Welcome to the Bringing the
human back to human Resources podcast.
I'm Tracy Chernoff, and I've spent my entire professional
career in HR. Each week we'll explore the
delicate balance between people and business with the aim to
reconnect the two and create meaningful outcomes.
Listen in as I share my own experiences, challenge the
status quo, and chat with guests from various industries about
our mission to bring the human back to human resources.
Hi everyone, welcome back to the Bringing the Human back to human
Resources podcast. Thank you so much for tuning in
for another week. This is our next month of the
Policy Pulse segment, which I do with Brian Driscoll.
As you know, our resident non practicing attorney.
Is that right? Is that like the best way to
probably describe how you approach your JD?
I describe myself as a recovering lawyer, but that's
the way you described it is fine too.
Okay, fair enough. As I said that am I spreading A
rumor? All right, amazing.
I love that our resident recovering attorney.
And so we're going to, you know, as if you listen to our Policy
Pulse segment from last month, you know, we generally take a
pretty similar approach. We're going to talk about
various topics that are pretty relevant to the United States,
especially in the present moment.
We try to record these as close to the air date as possible for
that purpose. And then we'll talk a little bit
about how this these different things that we talk about impact
employers, any suggestions that we might have.
And then of course we'll look at what might be on the horizon.
So with that, our first topic is quite intense.
So everyone brace yourselves just a bit, but we're, you know,
we're not going to go through the full subject of it and that
is on this immigration enforcement, the heightened
immigration enforcement that we're seeing in the United
States. So of course Brian will explain
this way better than I can. But as we know, there's been an
increased government focus on work site enforcement of
immigration laws and auditing employer compliance with
employment eligibility verification such as the I9.
So Brian, I'll pass to you what is what are some of the impacts
of this heightened enforcement in immigration?
So there are a lot and I guess I would want to start by by
reminding people that when it comes to potentially legally
hazardous issues like this or any other complex HR issues, if
your first instinct is not calling your employment lawyer,
ignore your first instinct because you should always call
your lawyer when it comes to when it comes to issues like
this. I mean, with, with the ICE raids
and, and the, the, the focus on immigration, it, it spans
everything from anxiety from not only business owners and HR
professionals, but also individual employees.
And not just those who, who may not have proper documentation,
but everyone all the way to, to worry about how you are
compliant with your I nines with any E-Verify that you're doing
with any other type of compliance.
Because who knows when and where ICE or an I9 audit team may show
up at your, at your business, regardless of, of what industry
you're in or what state you're in.
We are seeing some pushback in certain states, but I think that
the biggest take away here for for employers and for HR
professionals specifically, it's twofold really.
One, if ice shows up at your office door, you need to make
sure that you're being respectful and compliant, but
you can also ask for any documentation that they have
that that allows them to be there.
You could find yourself in trouble if you try to block
them. If if you don't think they're,
they're, they have jurisdiction to be there.
So be careful with doing things like that.
Again, refer back to my initial instinct to call your lawyer.
But it also, it can also create, create difficulties for everyone
involved. And that's where we go back to
sort of the, the I9 focus, making sure that your
documentation is always in order, making sure that when you
hire somebody new, you go through the I9 process, you have
to do it for every single employee that you hire.
And you have to keep that record on file recommendation is you
keep it separate from all other employee files and medical
files. Like you just have an I9 folder
in a locked drawer in a locked room.
So that's sort of the, the, the, the big issues here, one
directly related to to ICE and immigration enforcement over the
last couple of months and one sort of more broadly Speaking of
just generally good business practice.
Yeah, thank you for walking us through that.
And you know, compliance is always a good thing to have best
practices on. Compliance is always a good
thing to feel like you have a handle over.
And I nines had basically a facelift.
What was it a couple years ago when they were like, oh, hey,
like from, you know, COVID and onward, we kind of allowed a lot
of flexibility and we're going to take that back.
So there was this need and I even talked about it in an
episode. It feels like it was forever
ago, but it was probably only like a year or so ago.
I talked about in an episode how you really like that was an
opportunity to really like scrub your data and scrub not meaning
to get rid of, but to actually ensure that it's clean and that
you're compliant and that your processes are good.
And so I think this is very good advice that, you know, go back
to your I-9 process, make sure that you, whether it's you or
another operator or someone, someone has to own this process
and has to own it with a, a very clear best practice.
And beyond that, also, I think the other good piece of advice
that you shared is like, call your attorney.
And actually that's good advice anytime you're in doubt of
something because your attorney is going to be able to support
with that. And you know, there are, I know
there are listeners, a lot of listeners who work for smaller
businesses, maybe moms and pops. And that that might lend to them
saying, well, I don't, I don't have an attorney.
Like what? What does someone do in that
event if they are confronted with a government response in
this type of situation and they don't have someone like an
employment attorney to call? So I think there's 2 answers to
that. One is that in my view, and I
may be biased in this view, you should always have a lawyer,
whether it's somebody that you know you're paying every month
on retainer to help you with certain things as a, as your
business grows or you're a true like really small business,
5/10/20 employees and you just have somebody that you pay
hourly and they just bill you as you pick up the phone and call
them for issues. Always have a contact.
You can pick up the phone and call that I think is, is is an
important point. If you don't have that and and
you don't have the ability to do that right now, then you do need
somebody that you can trust. Whether that's somebody internal
on your HR team who has the background and the education and
the experience to navigate these complexities or someone like me
who is a vendor for you, a consultant for you who, who may
have a little bit more experience than somebody in
house. And again, with someone like me
who has that legal background anyway, that's, that's always
helpful as well. But that, that is sort of the,
the, the, the advice is to not do it alone.
You, you have to with, these are super complex issues and, and
you need to have somebody who knows what they're talking
about, not somebody who's just going to give you an answer
because you're looking for an answer.
You need somebody who can give you the right answer and
quickly. Yeah, I totally agree.
And I agree it's, it's a good idea to always have an attorney,
not necessarily in your corner, but like on speed dial.
I mean, I am fortunate I have some attorneys in the family,
but I also have attorneys that I've worked with either in the
businesses that I've worked for or within my own business.
And it's, it is definitely really important to know that
you have someone who can protect not just your interests, but
your, your business and mitigate whatever risk you might have
when you operate in such a way that isn't compliant or lawful
or thoughtful, depending on what the circumstance is.
And you know, I think just to kind of round this out, these
are, I mean, I, I've been in like the corporate world for
like over 10 years. Let's say.
I've never had to experience this.
I have worked with immigration attorneys to support with like
visa transfers and petitions and green cards and all that stuff,
which is awesome. And while I've never experienced
this, it doesn't mean that it doesn't happen.
But the the best case scenario is that you're prepared.
So anyone listening who's like, ah, that'll never happen to me.
That's fine. I, I hope it never happens to
you or someone at your workplace because it is so complex and
sounds like a lot of work and a lot of legal fees.
But at the end of the day, it is a good idea to it's, it's kind
of like, you know what it's like, it's like when you take
ACPR class and you're like, I'm never going to need that, but
you've taken it. And so it's like in the back of
your brain. So God forbid you need that.
You know how to do CPR. Hopefully you actually, you
know, use those skills so you keep them fresh.
But you get what I'm saying? It's like, oh, if you have some
of that information, you have some of that knowledge, then
maybe when the the time comes where you need to kind of like
tap into that knowledge or tap into those skills, you're going
with the right gut instinct, which is call your attorney.
Exactly. And it, it's helpful too, when
you develop a relationship with someone, even if you're not
talking to them every week, every month, they know your
business. They, they don't need all the
background. So it can, it can speed up the,
the process to get to the answer.
Because even though, even though there is some, there is some
commonality amongst all of these different situations, whether
you're an office, you're a farm or whatever, like there's some
commonality about the process and what happens when, when
immigration shows up at your business.
But there are some unique nuances to each of those
situations as well. And that's where having an
employment lawyer on speed dial that at least knows the
background of your business, you can get to the answer more
quickly. You don't have to provide all
the background and talk about when certain employees were
hired and the documentation process that you have in place
and all this like the the the lawyer is going to know that
already. Right.
That's a great point, such a great point.
And it's really nice. It's kind of like I always bring
it back to something that's like not related to HR or law or
whatever, but it's like, you know, you have that best friend
from high school or childhood and like you don't have to tell
them who you are. They just know who you are.
They know exactly how you grew up.
And that's like your attorney who gets to know your business.
They know exactly what all the insurance and outs look like.
And some businesses do have in house counsel, which maybe would
make this a bit easier, even though they're not always
employment attorneys and most often are not immigration
attorneys either. But at least there's someone
who's like, Oh yeah, don't touch this.
We will. We will figure out the next best
step. I have a contact for that.
That's your one of your better cases of the scenario.
So thank you, Brian for walking us through that.
And and of course, if anyone has questions specific to that,
please, you know, let us know. The second topic here, which
actually I thought about it, I'm like, do you think that they
didn't announce it on April first because it was April
Fool's Day? Because these, this has to do
with the sweeping new tariffs on imports and they were announced
on April 2nd. And I'm like, there's got to be
a reason it wasn't April 1st. And I think it's probably
because everyone would be like April Fools, right?
Well, no. He actually, yeah, no, Trump
actually said that a couple weeks ago that he he was going
to announce this on April 2nd because he didn't want people to
think. Really.
Fools joke, Yeah. Oh my God, you know, see, I
tried to like avoid the news at all costs these days.
So you, you are my news resource at this point.
That's so funny. I mean, it's not funny, but it
is funny in a way that I'm like, do you think well debunked
there, everybody, it's true. All right, so let's talk about
what this is. Broad new tariffs, which are
effectively a 10% baseline plus some higher rates were announced
as Brian said, April 2nd, making most imported goods more
expensive for U.S. companies there.
There happens to be quite a bit of information related to
tariffs that we probably can also clarify because I think
generally people see tariffs either one way or another and
they don't necessarily understand that there's this,
you know, impact on cost of goods for the US for the the
importer, so to speak, just as much as there is necessarily for
the exporter, but especially on the importer.
So in plain language here, the higher cost of imported goods
certainly squeezes the businesses financially and this
is intended to boost the domestic industry.
So especially we're talking about the US here, it's intended
to to drive our our industry locally and it also often forces
companies to cut costs elsewhere because of those increased costs
for domestic products. My understanding of tariffs is
that it's kind of like a, a long term thing that you don't really
see anything in terms of savings or more exports from the US for
example, which I believe is what tariffs are trying to do is that
they're trying to get US businesses to do more U.S.
business. This is a very like, when I
think back to my micro, like AP micro class that I took in high
school, like this is what I remember.
So please don't quote me on all of this.
So, but at the same time, I think this is where sometimes
the misconception is, is that it does increase prices like
significantly in the interim until that because you can't
just like flip a switch and then start to create your product in
the US if you've had a, a plant or a warehouse or a
manufacturing site overseas. So I don't know, Brian, you're,
you're probably a good person to pass to at this point to walk us
through some of that. Yeah.
And I think I think that's, that's, that's a good analysis,
Tracy, because it, it essentially it raises prices
across the board. And unfortunately, when
companies raise prices, they usually don't lower them later
on. So, you know, this is kind of
the new normal and it will only get worse from here.
And here's an here's an example to your point about, you know,
trying to increase domestic production.
Let's take one of my favorite subjects, Wine, I'm sure.
You're going with that? So wine obviously is made all
over the world. And so there are imports that
are coming from Europe that we are already seeing even before
yesterday's April 2nd's announcement.
The the price has gone up, but the price has also gone up
domestically. And that's because the world
isn't. The last time we had a real
major, like tariff standoff like this was about 100 years ago.
And the world is very different than obviously than what it was
100 years ago, much more interconnected.
And so using wine as an example, you'd think, hey, if we buy
California wine, the prices will be the same.
Well, their production costs have also gone up because most
cork on earth comes from 1 country, Portugal.
So the cork imported to Napa wineries is going to cost them
more than what it cost them two months ago.
So that's going to increase their production costs.
And so even if we do focus more on domestic production, and even
if consumers do buy more domestic products, the prices
are still going to go up #1 because the market will allow
those prices to go up because international products will be
raising their prices, but #2 because nothing is made entirely
within the confines of the United States.
Interesting. I love that we're using wine to
think about that and it's a really good point.
I had no idea that cork was only in found in Portugal, made in
Portugal. I have a pair of cork heels
actually that I really love. So I guess they're Portuguese or
they were imported. Wow, that's kind of cool.
This is a cool fact. I did not I did not know that.
But nevertheless, it, it's a good point that which was one of
your original points that once prices go up, they generally are
not going to come down. If if like for example, eggs, I
go to Costco, go to BJ's and if I wanted to get five dozen eggs,
which I don't, they're $30. Fortunately, I don't need five
dozen eggs. And and the other, you know, two
dozen or however many eggs is still more economical.
However, when I think about the people like I, I recently bought
a minivan, the, the listeners know this.
I've become a full minivan mom and I love it.
I'm never looking back, but I talked about how I was going to
buy a minivan. I don't remember.
Maybe it was with you. I think it was with I I can't
remember. Maybe it was with you actually
on one of our on one of our episodes and I was speaking with
the salesperson because we were just waiting for the
registration. Come on, New York, be faster.
And he was like, we just went to Costco or BJ's wherever and eggs
were $30 and we bought them and we put them in our fridge.
And the next morning our toddler opened the fridge and cracked
all the eggs. When I tell you I was like, do
you want my $30? Like I literally, I was like, we
should write him a check. I mean, I felt terrible for him.
And then I was like, why did you buy those eggs?
My husband and I both asked him, why did you buy those eggs?
Like why the $30 eggs? He was like, they were the only
eggs there. And so I share this a so that
you also feel the pain that I felt when I imagined his toddler
cracking every single, I mean, five dozen eggs.
Can you imagine cleaning that up?
Every single egg, but also because he bought those eggs,
someone who effectively earns a living on a Commission.
I mean, as much as I love my minivan, I don't know how many
people are, I mean, actually a lot of people buy minivans, but
still, I don't know necessarily that he's like, you know,
affording or able to afford $30 eggs.
I, I certainly find that to be an extreme premium, but he paid
for them. And so as long as there's
demand, then that price, why, why?
What would incentivize that supplier to make less if like
eventually, even if their costs reduce over time, if they're
making $30 on five dozen eggs, why wouldn't they continue to
make $30, charge $30? Doesn't mean that's their full
profit, obviously, but why wouldn't they continue to do
that? And then to me, like this is
really why I was not excited but glad that we were talking about
this, is that we have to like as HR leaders, we have to do, we
have to work harder, I think to really understand the business
impact because that's how we're taken more seriously as business
partners when we really understand industry and micro
and macro impacts and things like that.
And it's not to say that you have to go and get your MBA, but
if you can understand like supply, demand, cost savings and
all of that, then you can do a better job of understanding and
articulating where cost savings are coming from.
Because generally payroll and people cost, so to speak, are
the most expensive parts of businesses.
And so if we understand that costs are going to go up for
businesses, then the only way for them to either continue to
drive a profit or reduce their losses is either to make more,
sell more, drive more profit, whatever that looks like, which
is much harder to do, or to cut their costs, starting with
people. And so that's where, you know,
like we have to take it home for our purposes.
Like how do we, how do we support our, the businesses that
we work for to to stretch their runway as far as possible, be as
fiscally responsible as much as possible in order not to see
this fallout impacting people? Yeah.
And I think that's a, that's a great way to sort of combine
these two, these two parts of this discussion that one, prices
are going up and not coming down and they won't.
And two, the impact on people, which I, I think is, is an
important discussion to have because it, it is the people
that provide the profit in the end for the business, but
they're often the 1st to go when the business is looking to hoard
cash or cut costs. And, and yeah, I mean, I, that's
probably one of the most common subjects I've, I've been talking
with clients about over the last couple of months is not
necessarily doing layoffs, though there have been a couple,
but sort of evaluating the options about what's the best
way to go about this. If we need to, again, being
compliant, you know, do what notices do we need to provide
all that fun stuff? But also just from from a purely
human perspective of like, how do we do this with empathy?
If this is, if this is what we end up needing to do as a
business, how do we go about this process and treat these
people like humans? And my answer to that, you know,
we don't need to go down this down this rabbit hole too far.
But like, my answer to that is transparency.
Tell your employees, especially when you're a small business,
people know, tell your employees what what's going on.
That doesn't mean that they're going to jump ship immediately.
Job market's hard right now, so they may not even be able to if
they wanted to, but just be transparent.
Keep those conversations open. Have those discussions.
And if you do have to do layoffs, gives people as much
notice as possible. Be kind, be human, be empathetic
and treat people the way that that that you would want to be
treated, that you would expect to be treated.
Because I think that I think we're going to see a lot more of
that over the next couple of months.
Even even if you know, like like a couple of weeks ago, these
tariffs sort of evaporate in the next couple of days, we're still
going to see it because there's, there's a ton of uncertainty in
the job market, in the economy, in business generally right now.
And, and businesses tend to get protectionist when, when there's
uncertainty. And so I think we're, we're
going to see more layoffs. We're going to see more of this,
unfortunately, which to your point about eggs then makes it
harder for people to go buy eggs, not only because the
prices are high, but now because they've lost their their source
of income. Yeah, it's, it's a really, it's
a really tough spot to be in and to reconcile with because we
we've already been experiencing obviously difficult economic
conditions. I mean, even I think I've
probably mentioned it on the podcast, like you go in and look
at the housing market and I don't know if you remember that
viral, that viral video back in the 20 tens.
I was like, the rent is too damn high.
Like the, the rent is too damn high.
I mean, like we're talking about.
And for anyone who's like Gen. Z, you might not know, but I
really hope you do because that was a great, that was a great
time. But you know, you, you look at
like the cost of the, the cost of living, especially in a high
cost of living area like where I am in New York, the, the between
the mortgages and the rents and then also groceries and gas.
And to top it all off, having higher taxes.
You, it's the, the pressure that is put on the, you know, like
the a nuclear family and individual, a couple is quite
insurmountable. Sometimes like you, you really
feel that. And then, you know, sometimes I
get questions from actually I get questions sometimes from
like employees, new hires, candidates.
And then also even through my podcast where people are like,
well, how do raises work? Like do they take into
consideration inflation? And I think we've probably
talked about it at some point like the answer is kind of no
because how do you like it when there is inflation and there's a
an increase that let's say takes that into consideration, it
works into the recipients benefit in that case.
But when inflation goes down, if someone's relying on that, you
don't want less of a budget increase or less of a pay
increase, right? Like, so generally speaking, I
feel like in the experience that I've had finance teams,
companies in general will kind of say, OK, we can't really
compete with inflation, but like let's look at what our overall
budget is, make sure it's fair and consistent and and adequate
in order to support all of these increases that need to happen
across a year. But people don't love that
because when you have like 5-6, seven percent inflation
depending on where you are, even in the world, it's stifling.
Yeah. And it's and it it that I've
seen a lot of companies, especially over the past couple
of years sort of do a A2 fold approach when it comes to when
it comes to annual increases. 1 is doing a cost of living a COLA
increase annually just across the board.
Everybody, January 1st, everybody whatever the
government said the cost of living increase was last year,
you automatically get that and then there's performance on top
of that. And I think that I think that's
a great way to go about it because it sure, if inflation,
you know, hits hard in January or February, then you don't get
that cost of living increase for 10 more months.
So that kind of can, can be a hurt.
But at least businesses in my view are doing the right thing.
They're covering, they're covering what it costs to live
in wherever you are and they're separating that from your
performance and from your your traditional raise annually.
Yeah. No, I agree.
That's a a great point to make too.
And again, for those listening who are part of smaller
businesses, you might not have even received an increase in the
last two years and that's hard. At the same time, I think when I
put all of this into perspective, the job market is
hard, things are really expensive.
There is, I think that we'll we will probably see more people
not even wanting to ask for more, like maybe being a little
bit more trepidatious when it comes to saying I want to get
paid more, I want to get paid more, I want to get paid more.
Because again, when we think about like all of the macro
elements here, it's like the higher the cost of the business,
like fully, you know, 360, let's say all around, the more
pressure it puts on the business to either outperform what they
were performing or to cut costs. So I wouldn't be surprised if we
see less of that like strong armed approach that we saw in
the last few years, which I, I think is great that people were
really advocating for themselves.
And I'm certainly not suggesting to stop that, but I, I have,
I've even seen fewer people just like complaining.
And it's not to say that people like always complain to me at
work or on the podcast, but I generally will hear like, I'm, I
want to look for a new job because I don't like this
environment or I don't want this or I want to get paid more or my
title is not right. And I'm not really hearing that
as much. And I just, I think that there
is a, a correlation between that and not wanting to rock the
boat, so to speak. Again, not right or wrong.
It's just something I'm noticing.
Yeah, And, and I would agree with that.
I've had conversations, I, I partnered with some individuals
as well, help them navigate, you know, complex situations, career
transitions, stuff like that. And and I've had some
discussions with folks who who come to me basically with what
you just said about, you know, I should be making more like I
have the market data to show that like, but I also don't want
to rock the boat. Like how, how do I have this
discussion? And you know, my, my perspective
is yes, you should be making more period, end of story like
that. That would, in a utopia, that's,
that's how it would work. But in this, in this world that
we're in right now, to your point, you need to make a
business case for it. Sometimes in real small
businesses, sometimes there just isn't money for, for raises.
And you know, right or wrong, people have to understand that.
But if there is and you can make a business case for it, why you
should be making more, whether it's because you're in sales and
you've brought in X percent more, 2550% more than you did
last year or the market has changed and, and your position,
whatever it is, you are sufficiently underpaid for, for
your geographic region and, and your industry, it's never a
guarantee, but present your case.
Think almost like like a lawyer. Make your argument.
Why should why should the employer give you give you a
raise beyond a cost of living or or something more traditional?
Why? Why should they give you a
larger a larger piece of the pie?
Right. This is a big a big thing on
this podcast. Everyone is like having the
data, knowing how to articulate your data and really being able
to create a story around what you, what you do, what you've
done. It's probably one of the hardest
things that someone can like upskill for themselves in their
careers. And it's also the most
important. Like if you can really qualify
and quantify data that you have, you're, you're totally set
because it's a personal skill, it's a professional skill, it's
going to help you when it comes to presenting on like regular HR
things and also your own personal individual goals.
So I think that's great advice. And I know we're, I mean, like I
said, we'd probably hit our 30 minute mark.
So we're, we're closing, closing in on the end of our segment.
But I know we, we have something that we're kind of looking ahead
to. It's still pending.
Do you want to share a little bit about that?
Yeah. And I think I'll, I'll loop it
in with a a couple of sort of pending cases that that we see.
There's again, as we talked about last time, there's just so
much that is yet to be settled, whether it comes from executive
orders or it comes from administrative agencies changing
their their policies and their tactics.
There's just a lot of legal challenges happening right now
and there's a lot still to be settled.
But there's a few things that that we're keeping an eye on.
One of them we mentioned last time and that was the the into
it and higher view case with AI discriminating against an
employee. So that's something to
definitely keep an eye on as people and companies use more
and more AI in in HR. There's also a case, Stanley V
City of Sanford, Sanford, FL, about post employment benefits
and how the ADA applies in in those situations for employees
who may have been disabled in some fashion either at work or
or outside of work and what what they're eligible for.
There's also a religious case that the Supreme Court heard
just a couple of days ago, Catholic Charities versus
Wisconsin, that that it talks about the religious exemptions,
whether religious nonprofits need to pay unemployment tax,
how they're taxed. And it sounds like the court is
probably going to broaden what is considered a religious
business. So more companies might fall
under more nonprofits might fall under this, this umbrella of
avoiding unemployment taxes and and some other taxes.
So those are those are some again, still waiting to be
settled, but those are some of the some of the key ones that
that I'm sort of keeping an eye on.
Awesome. Thank you so much, Brian.
I mean, every policy segment seems to policy pulse segment
seems to offer more and more insight into just how important
it is to, to kind of keep an eye on what's going on that has some
sort of impact on businesses and individuals.
And it, it honestly really I think further validates why
having HR support, whether it's in house or via consultants or
contractors is so, so, so important for businesses.
And then obviously with that also an attorney, have an
attorney that you could call. So thank you so much.
And for everyone listening, don't forget to rate review and
subscribe. And if you have a question about
anything that we've talked about or if you want us to talk about
something specific, just leave a comment on the Spotify or the
YouTube episode or send us an e-mail.
You can send me an e-mail at contact at hrtracy.com.
You can reach out to either myself or Brian on LinkedIn.
All of our contact info is always in the show notes.
So Brian, thank you so much for another month of the Policy
Polls segment. I'm sure we'll have a lot to
discuss next month also, but appreciate it always.
Absolutely. Thank you, Tracy.
Thanks. Hey, just before you go, don't
forget to subscribe to the show so that you are the first to
hear when an episode drops each week and maybe leave a five star
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Thank you so much for tuning in and I'll see you next week.