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Welcome to the bringing the 
human Back To Human Resources, 

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podcast, the podcast, all about 
the delicate balance between 

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people and business. 
And quite literally reconnecting

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the to my name is Tracy Ruben, 
and I've spent nearly my entire 

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professional career in a jar, 
join me as I share stories, 

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00:00:19,400 --> 00:00:21,400
opinions and words of advice 
with you each week. 

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After a long day in my new job 
but lots to share lots of things

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to reflect on. 
And the first thing that I want 

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to say before I even get into 
that is a congratulations to the

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giveaway. 
Winner XO Julie cat on 

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Instagram. 
She won the giveaway from last 

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week, which was the, you know, 
one year anniversary of the Give

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away. 
So very excited about that. 

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That it was actually a really 
successful giveaway. 

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Thank you to all of you who 
participated. 

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It was very exciting, very 
exhilarating, and I'm so glad 

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that you were able to get 
involved and that we could 

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connect. 
And I just also want to say 

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thank you so much for all of the
kind words. 

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So many of you reached out and 
not only congratulated me on my 

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new role, but also on one year 
of the podcast and it really 

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means a lot. 
So thank you. 

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Don't forget to rate. 
Rate review And subscribe, 

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wherever you're listening to 
this. 

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Follow me on Instagram at HR 
Tracy. 

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And if you have a friend that 
really would be interested in 

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any of these topics. 
Don't forget to share the 

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podcast for a specific episode 
with them so they can tune into.

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So, the first thing that I 
thought about talking about for 

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this week's episode and mind 
you, I am exhausted. 

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So I'm going to give you the 
most energy I possibly can this 

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A totally like crazy idea to 
record this episode after my 

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very first day in a new role, 
but the first thing, and the 

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only thing that I really thought
about today was like, wow, I 

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have so much respect for anyone 
who on-boarded remotely. 

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So I was in the office today, 
which was great. 

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So, nice to be able to just kind
of get the lay of the land, so 

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to speak. 
But I can only imagine Rajan, 

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what it would be like, for 
someone onboarding remotely? 

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And obviously, I thought about 
this in my last roll, when we 

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were onboarding people remotely 
and I knew it was tough for me 

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as the trainer the manager, the 
HR person, whatever. 

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But I think I forgot how much 
work it is to start a new 

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company. 
And it just like, makes me think

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about all these people who have 
been jumping between like jobs 

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and roles because they get 
something better. 

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And they quit and then they take
it and then someone offers them 

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something else and then they 
quit that and they take it like 

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this has been a big theme in the
great resignation as they say. 

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But I really forgot because it's
been four and a half years since

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I've been in a new role or a new
company. 

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I should say, I forgot how much 
work it is to just like, unlearn

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everything that you learned 
almost and start fresh. 

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So, I think the beauty of like 
being in a roll Oh, that your 

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experience in is that, you know,
how to do the job and the 

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learning part is where you're 
getting to meet new people. 

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You have to remember their 
names. 

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You have to get to know the 
company. 

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So that is what really my first 
day was focused on and what my 

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first few weeks will be focused 
on. 

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So I my thought on the bus home 
today was like, oh my gosh, I'm 

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going to have to make sure that 
I never save a podcast episode 

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for Monday. 
And again because it's really, 

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you know, these next few weeks, 
few months are going to be 

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really draining and that is what
I remember now that I'm in it 

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from, you know, moving into a 
new role and I have to say, like

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I'm really excited. 
I was already excited, but I'm 

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really excited because I'm going
to be learning and an advanced 

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skill set. 
I think more skills, and I just 

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like, I like change. 
I like to experience new things.

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So I'm excited for this new 
opportunity and hopefully, you 

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know, No, I'll have some more 
insights to share. 

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But other than the you know, 
realization that it's so much 

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work. 
The other thing that I wanted to

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share is that is just like a tip
for how to enter a new workplace

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because I don't know that we 
have maybe we've talked about 

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this before together on the 
podcast, but I can't totally 

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remember. 
And I especially can't remember 

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right now, but one of the things
that I do a strategy that I 

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practice is to really just 
Observe listen and work on 

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getting the buy-in of the people
around me. 

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And it's really like part of 
that. 

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A huge part of that is being 
yourself being authentic and, 

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you know, being just you. 
Because that's the easiest way 

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to allow people to get to know 
you to feel connected to you. 

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And so I go in even if it's in 
like the same company, but 

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you're in a new role or maybe 
working with new people or 

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facing new people. 
When you go in with the 

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intention to just listen and 
observe ask questions, you know 

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offer support where possible and
like Leverage your expertise, 

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but not necessarily change 
anything, unless you're 

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absolutely have to that allows 
for the Buy in to kind of be 

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developed and grow pretty 
quickly. 

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So, for me, you know, I tend to 
be pretty opinionated and 

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definitely, I know myself. 
I know that I can have a lot of 

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Answers to questions. 
I like to jump in right away. 

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But especially in the first 
week. 

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I really try to like real that 
in remain myself like be myself,

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offer like ideas. 
If it comes up or if it's part 

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of like the discussion, but 
really to focus on asking those 

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questions, making those 
observations taking a lot of 

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notes and then just kind of like
being myself. 

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So hopefully my strategy which 
has never failed me. 

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Hopefully it'll work this time. 
I'm around to, I have no doubts 

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but you know, the I feel really 
grateful that I'm surrounded by 

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really nice people and a really 
nice environment. 

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So hopefully I can just have a 
really positive impact. 

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So if you are or have recently, 
switched roles, I'd love to hear

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from you. 
You know, this is it feels a 

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little different from the last 
time. 

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I joined a new company which is 
four and a half years ago 

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because we're wearing masks 
their health insurance. 

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Safety requirements. 
There's so much. 

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It's actually really hard to 
recognize or like get to know 

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someone when half of their faces
covered if you're meeting them 

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in person. 
So I'm going to have to maybe 

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leverage LinkedIn for this or 
like the internal like org chart

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or something wherever people's 
faces are, you know, fully 

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available to be observed. 
That will probably be helpful. 

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But yes, please, reach out. 
If you have recently made a 

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transition, I'd love to You're 
some of the things that you've 

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done to make that transition and
some of the challenges may be 

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that you've experienced some of 
the things that have worked for 

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you. 
I do get a lot of messages 

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naturally about people who are 
either looking to move or have 

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moved. 
So, I think it would be just 

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helpful overall. 
So those are my, you know, fast 

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facts. 
Quick tips for you, the rest of 

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today, the rest of this week's 
episode. 

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I want to spend answering some 
questions and talking about 

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jumbo. 
Just some things that have come 

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up through DMs that hopefully 
and answering them will also 

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help answer maybe some questions
that you have. 

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I usually get a lot of positive 
feedback from parts of the 

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episode that are focused on 
answering questions. 

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So without further Ado, let's 
get to the first question. 

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Someone asked me really a 
specific question about the 

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great retention and this person 
said my employer recently 

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implemented performance, too. 
Oceans every 30 days in your 

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opinion. 
Is that a little bit too much? 

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And my answer to this person was
actually that I think it depends

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on the kind of discussion that 
is basically happening during 

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that performance discussion. 
Is it a check in or is it a 

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lengthy meeting? 
Is it a discussion on what like 

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you the employee wants from a 
growth or development 

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perspective? 
Or is it like a coaching 

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discussion saying, you know, or 
providing feedback? 

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Back, for example, and I said, I
think it depends on the 

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industry. 
So overall to answer this 

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question in general. 
I think it really does send a 

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good message. 
I think that the manager is 

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going to be committed to having 
these what are probably 

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check-ins with employees every 
30 days. 

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Because my point of this person 
is that actually it sounds like 

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it's just a recurring meeting 
where the person is. 

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Able to have that steady 
recurring meeting that they know

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and can anticipate is going to 
be in a certain format, and they

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can, you know, maybe create 
their agenda with things that 

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they need or want from their 
manager. 

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And there's a real benefit to 
having that recurring meeting. 

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And I mean, at the same time, I 
think if you're having a 

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recurring touch base or meeting 
with your manager, it probably 

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could just be folded into that 
instead of being an additional 

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meeting because that just 
boggles has you down, but maybe 

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there's a specific reason why 
it's a 30 day or every 30 day 

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performance discussion. 
Now, the other thing that as I'm

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reflecting and answering this 
question again, but really the 

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first time for all of you is 
that it's possible that this 

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manager is, is implementing this
for a specific employee based on

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their performance, or maybe like
the performance that could be 

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subpar or below. 
Because that I could understand 

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from like a talent management 
perspective. 

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If a manager is struggling with 
the performance of an employee 

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and they want that recurring 
meeting outside of their normal 

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like project check-in type of 
touch base to talk about 

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performance. 
So it could be, you know, on a 

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more constructive plane or point
of view, but it sounds to me 

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like it's really just a 
recurring check in and I am in 

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favor of any opportunity for a 
Manager to be consistent with 

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their follow-up and support for 
their employees. 

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A second question that I 
recently received. 

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Was it kind of actually, I'll 
backtrack it started out less 

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about or less like a question 
and more like a concern from 

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someone who was like, clearly, 
very frustrated and upset. 

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So this person said, hey, I'm in
this role. 

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Like I was hired for this role. 
That is But, like, not that, 

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it's an entry-level role. 
And I'm supposed to be doing X, 

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Y & Z. 
And in the first few months, I 

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was doing X Y, & Z. 
But in the last few weeks, I've 

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been doing work, that feels 
really low level really low 

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scope, and it makes me feel 
unappreciated or 

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underappreciated. 
I think the person said and they

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were super upset and basically 
shared that, you know, this is 

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something that's really 
impacting their happiness at 

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work. 
And asked like what do they do 

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about it? 
So my advice was actually first 

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to say, okay. 
Well, let's figure out where you

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feel the difference. 
Like, is it that this that your 

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manager is giving you busy work,
or is it that you have actually,

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like, taken on more? 
So, you're doing the important 

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things, but you're also doing 
things that are just overall 

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helping your manager, or the 
team, or could it be a third 

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option, which is that, maybe the
workload is a little bit 

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different right now. 
And so, these are the things 

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that, although they don't feel, 
Like they're very important, 

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they're important in the moment.
And so we had a conversation 

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about like basically analyzing 
the work and why this person was

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feeling that way and just in 
general breaking down where that

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feeling was coming from. 
Because I do think that's an 

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important practice. 
Like we all can feel a certain 

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way and take you know, something
out of an experience, but you 

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do, I think find if you don't 
have a mentor or someone that 

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you can just like speak into the
abyss to find that. 

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That person, because that's kind
of what the practice that I was 

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like, engaging. 
In, with. 

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This person was really to try 
and understand and break down 

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every single feeling so that 
that person could like 

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understand what they were 
feeling thinking and what they 

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needed. 
And so, when we went through 

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that practice, I then asked them
well, like, have you mentioned 

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this to your manager of you 
mentioned this, to the people 

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who are, you know, maybe 
basically giving you this work 

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and thus making you feel Sway. 
And this person was like, no. 

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I haven't spoken to anyone. 
I don't want it to look like, 

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I'm not, you know, committed. 
Like I'm not a team player 

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because I am. 
And my advice was like, again, 

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just because you bring up 
something that's a concern, or 

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if you share feedback. 
It doesn't mean you're just 

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interested. 
And so I actually said, instead 

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of giving feedback. 
You can just say like, hey, I'm 

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so excited to be on this team. 
This has been such an amazing 

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experience and opportunity. 
I wanted to take a moment to 

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share with you how I've been 
feeling recently because, you 

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know, they're in the last few 
weeks. 

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It feels like the workload has 
changed a bit and you know, I 

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really believe in what I'm 
bringing to the table and the 

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skill set that I'm bringing to 
this team and I want to be able 

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to have the most positive impact
possible and support as much as 

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possible. 
What do you think? 

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How can I get more involved and 
then through that type of 

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conversation? 
You're giving the manager or the

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other person in the situation. 
In this scenario, the floor to 

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basically evaluate what you've 
just said, think about your 

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position in the company or in 
the on the team. 

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And then like, really reflect 
and this person ended up going 

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back to their manager and 
sharing this. 

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And, and all in the same vein, 
or like, right before this 

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person went to their manager. 
The manager was like, hey, Hey, 

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like, I'm picking up lunch for 
us. 

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Like you deserve some 
recognition. 

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You've been doing a great job 
and that made the employee or 

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the person who reached out to 
me, feel that much more 

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appreciated, which was great. 
And I think it was like perfect 

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timing for that person to go and
have like a, you know, an 

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optimistic Outlook, but then 
yes, they did go to their 

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manager and share those things 
and their manager was super 

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receptive and it ended up being 
that the workload has just 

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shifted a little bit because 
it's what the demand is today. 

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And that Eventually, as the 
workload shifts again. 

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This person will have like that.
More quote, unquote, important 

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/. 
Interesting work that they 

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really appreciate about their 
role yet once again, or yet 

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again, so I thought that was an 
important experience for this 

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person because they were really 
starting out in their career. 

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They're very hungry for the next
step and the next, you know, the

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next best thing, so to speak. 
And they want to just do the 

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absolute best that they can in 
this. 

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Roll in order to be successful 
and, you know, a considered a 

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candidate for another great 
role. 

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So I get where this person was 
coming from, but I do think 

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that, that was an important 
exercise because one, it's 

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really empowering for the person
to like, go to their manager and

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say, hey, this is how I've been 
feeling. 

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What do you think? 
What can we do about this? 

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And I think it's just it helps 
to remind the person that you 

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know, there are lulls in. 
What we feel is important work, 

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but all of the work that we do, 
does lend to the bigger picture 

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and is important. 
And there's always a, why behind

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the what and figuring out, what 
that why is is so important to 

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feeling dedicated and committed 
to the role. 

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So, if you're a manager and you 
have an employee who maybe has 

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felt this way recently or 
something like that. 

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I encourage you to explain the 
why we always say this in retail

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explaining, the wise is so 
important for the Person on the 

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receiving end of your message to
understand why it's important. 

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Explaining. 
The wise, understanding the wise

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that is the key phrase and some 
of you might be thinking, well, 

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why does someone need to know 
the reason for doing something? 

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It's not about a sense of 
entitlement. 

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00:17:10,000 --> 00:17:13,500
It's actually a matter of 
driving accountability and 

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fostering ownership, within that
person. 

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Like, if someone says to me do 
this, but then I met, you know, 

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00:17:22,099 --> 00:17:24,800
maybe I'll just be like, okay, 
this is just Going to have to 

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00:17:24,800 --> 00:17:27,300
do. 
But if someone says to me, hey, 

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00:17:27,300 --> 00:17:30,700
we need to do XY and z or I need
you to do X, Y and Z. 

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00:17:30,700 --> 00:17:34,300
Because this is what it's going 
to work toward or lend to or 

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00:17:34,600 --> 00:17:37,500
improve. 
Then I'm like, Oh, my work is 

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00:17:37,500 --> 00:17:40,700
going to be 10 times as good, 
maybe because I'll be more 

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00:17:40,700 --> 00:17:42,300
committed. 
I'll have a bigger picture 

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00:17:42,600 --> 00:17:48,500
understanding of the, you know, 
the reason behind the work and 

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having that reason gives you 
almost like a broader sense of 

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00:17:54,200 --> 00:17:57,600
understanding so that when you 
are completing the work, even if

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00:17:57,600 --> 00:18:01,100
you would complete, the work 
just as well, without the wise, 

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00:18:01,100 --> 00:18:05,300
it gives you so much more 
visibility. 

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00:18:05,300 --> 00:18:08,600
So that when you're thinking 
through problems or you're doing

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00:18:08,600 --> 00:18:12,300
the work, you could potentially 
anticipate more of what you 

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00:18:12,300 --> 00:18:16,000
need, less of what you need, 
because you understand the scope

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00:18:16,000 --> 00:18:19,500
of the work that you're doing. 
So, it's not a sense of 

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00:18:19,508 --> 00:18:21,700
entitlement thing. 
When managers are asked to 

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00:18:21,700 --> 00:18:26,400
explain the why it's a Of 
driving ownership and driving 

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00:18:26,400 --> 00:18:29,500
accountability. 
So, those were the questions 

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00:18:29,500 --> 00:18:33,300
that I got this week. 
I'm going to save some other 

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00:18:33,300 --> 00:18:36,200
questions that I got for another
episode because I'm going to 

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00:18:36,208 --> 00:18:39,500
keep this one a little bit short
and sweet today because you can 

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00:18:39,500 --> 00:18:44,100
probably hear it in my voice. 
This was not the right strategy.

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00:18:44,300 --> 00:18:47,600
I am so tired. 
I have so much respect for 

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00:18:47,600 --> 00:18:54,000
anyone that has started a new 
job in this crazy new world, and

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00:18:54,200 --> 00:18:58,800
And, you know, I really like I'm
so excited for what my future 

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00:18:58,800 --> 00:19:02,400
holds for what anyone who's 
started a new role at your 

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00:19:02,400 --> 00:19:06,800
future holds, but I'm looking 
forward to like, I feel just so 

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00:19:06,800 --> 00:19:08,300
motivated. 
Like, I'm looking forward to 

322
00:19:08,300 --> 00:19:10,900
waking up early tomorrow, 
getting to the office. 

323
00:19:10,900 --> 00:19:14,500
Like this is probably the most 
motivated. 

324
00:19:14,500 --> 00:19:17,800
I felt in a very long time 
because it's, I don't know. 

325
00:19:17,800 --> 00:19:19,900
It's just something new and 
something exciting. 

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00:19:19,900 --> 00:19:24,000
Like, I mean, I obviously loved 
my last roll of my last company.

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00:19:24,200 --> 00:19:27,800
So much and they'll always be 
like friends and family to me, 

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00:19:27,800 --> 00:19:31,900
basically, but I do think this 
is where change can be really, 

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00:19:31,900 --> 00:19:35,600
really exhilarating, especially 
if you've given a lot of 

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00:19:35,600 --> 00:19:38,000
yourself to your to, your 
company and your old. 

331
00:19:38,000 --> 00:19:40,300
I was just my last company for 
four and a half years. 

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00:19:40,300 --> 00:19:44,300
So it feels good to have like a 
new fresh start somewhere. 

333
00:19:44,300 --> 00:19:47,800
And I'm looking forward to the 
challenges, the ups, and the 

334
00:19:47,800 --> 00:19:49,700
downs. 
I, you know, I'm excited to work

335
00:19:49,700 --> 00:19:53,600
through those things and I'm 
excited to kind of travel again.

336
00:19:53,600 --> 00:19:55,400
Hopefully, I'll get To do more 
of that. 

337
00:19:56,000 --> 00:19:59,400
But in general, like I'm 
probably never going to record 

338
00:19:59,400 --> 00:20:02,900
again Monday night, but 
definitely not this month 

339
00:20:02,900 --> 00:20:07,100
because it's just way too much 
to ask of my mind body and soul.

340
00:20:07,400 --> 00:20:10,900
So next week. 
I will have already recorded 

341
00:20:10,900 --> 00:20:15,400
maybe over the weekend. 
I will say, I am recording in my

342
00:20:15,400 --> 00:20:17,800
robe. 
I'm waiting for my ubereats 

343
00:20:17,800 --> 00:20:22,200
delivery for dinner because I 
plan on really relaxing tonight 

344
00:20:22,200 --> 00:20:26,300
and just getting myself, ready 
for Or tomorrow, but thank you 

345
00:20:26,300 --> 00:20:29,500
for being here, along for the 
journey with me. 

346
00:20:29,800 --> 00:20:32,100
Super excited for what's to 
come. 

347
00:20:32,400 --> 00:20:34,400
And there actually is a lot to 
talk about. 

348
00:20:34,400 --> 00:20:38,900
That's been going on, like, the 
employment, HR employment world.

349
00:20:38,900 --> 00:20:42,800
So with employment laws of 
vaccine mandates so much. 

350
00:20:42,800 --> 00:20:45,700
So the next few weeks are 
probably going to be a little 

351
00:20:45,700 --> 00:20:49,600
bit heavy with like HR specific 
stuff and not necessarily 

352
00:20:49,900 --> 00:20:52,300
Tracy's life on the podcast 
today. 

353
00:20:52,300 --> 00:20:56,800
So stay Tuned. 
Don't forget to rate review And 

354
00:20:56,800 --> 00:20:59,300
subscribe. 
Leave a comment if you're 

355
00:20:59,300 --> 00:21:02,800
listening on iTunes, if you're 
listening on Spotify, you can 

356
00:21:02,800 --> 00:21:06,700
follow whatever wherever you 
listen, there's something fun or

357
00:21:06,700 --> 00:21:10,500
a different way to engage in the
podcast and don't forget to 

358
00:21:10,500 --> 00:21:14,100
share the podcast with a friend,
or family member who you think 

359
00:21:14,200 --> 00:21:17,100
would benefit from the things 
that you and I talked about. 

360
00:21:17,400 --> 00:21:22,400
So with that I am going to say 
have a wonderful rest of your 

361
00:21:22,400 --> 00:21:24,000
day, wonderful rest of your 
week. 

362
00:21:24,100 --> 00:21:25,800
Week. 
Thank you for being here and I 

363
00:21:25,800 --> 00:21:27,500
will talk to you next week.