Technically People
Technically People

Episode · 2 weeks ago

An HR Influencer on Everything from Comp to Culture

ABOUT THIS EPISODE

To gauge Joey Price’s impact in the field of HR, do a quick Google search. His name graces scores of HR lists, including SHRM’s “30 under 30” HR Professionals and HR Executive Magazine’s “Top Influencers in HR Tech.”

The CEO of HR consulting firm Jumpstart:HR, who also hosts the Business, Life, and Coffee podcast, joins Technically People to answer trending HR questions and offer advice on leading with transparency, managing and compensating talent across state lines, finding new ways to tell your employer brand story and more. 

Episode Highlights:

  • Key considerations in onboarding, managing and retaining remote employees 
  • Joey’s revised opinion on how to compensate employees across state lines  
  • Why pay isn’t always the reason people are leaving their jobs today 
  • Reinventing the employee handbook as an inspiring part of your culture (yes, the employee handbook!)
  • Why leaders can’t afford to insist they know their culture better than employees 

Check out this resource we mentioned during the podcast:

Find every episode of Technically People on Apple, Spotify and more. Find us on our website and join the conversation on LinkedIn

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Welcome to technically people acommunity conversation by and for workplace futurists brought to you bythe tech recruitment platform built in the podcast features, insights fromleaders, thinkers and doers on the vanguard of building human centeredworkplaces of the future along the way you'll hear concepts thatwill stop you in your tracks, concepts that inspire you to ask yourself.What's the most future forward way to approach my people leadership, we allknow the future of work isn't waiting around. So, let's get on with the show he every one. Welcome to the show.Welcome to technically people, I'm tiffany Myers, I am so excited to behosting this conversation with Joey Price Joey has spent more than fifteenyears in H, R and over that time frame. His work has earned spots on more listsof influential HR professionals, and I can even note here but I'll call outcharms, thirty under thirty HR professionals and he's also a three petwinner of HR executive magazines, top influencers in H, r tech. Today he isthe CEO of the HR, consulting firm JUMP START HR and that company helpscompanies across industries solve. You know really complex people problems andin the process he transforms them into employers of choice and also make surethat HR efforts show Roi Joey I'll say, is a fellow podcast host. He hosts thepodcast business life and coffee, where he interviews experts, of course, overa cup of coffee to help business owners succeed and I highly recommend having alisten. So I asked Joey to join us today to share the Trans End, issuesthat are bubbling up to the surface, from his clients and even across the HRlandscape, and I feel really lucky that he agreed because he's got a wealth ofexpertise to share so welcome Joey and honor of your podcast. I made mymorning cup of coffee to sip as we talk, this is audio, so no one can see meholding up my built in branded coffee bug, but I'm going to get aincreasingly caffine through the podcast. So but anyway, thank you somuch for joining us today. Awesome Awso! Well, you and me both have got my cuphere and appreciate being on the show. So, let's jump into it, let's have somefun yeah. Let's jump into it in a caffine way, so we spoke the other dayand one issue that you mentioned, which has come up for your clients, as thepandemic of course has altered. The way we work and live is managing talentsacross state lines. So tell me: How are you helping your customers navigatethis well? First of all, I want to say thatthis has been the part of the origin story for Joam start a since the verybeginning is to create an organization that helps companies manage acrossstate lines, going back to my story of working for a federal contractor in theDC area and being in a position where our headquarters was in the DC area,but we had over fifteen hundred employees, and so that meant there werelocations in Seattle. There are locations in California, Guam PuertoRico, D, C, New York, New Jersey, Florida all across the country and soI'll answer to the question. But I want to get some context of like well who's,this guy. Why can you speak to it, and so that was the fun part for me of thejob? Was You know any given day I'd be advising managers on what to do withemployees in in Seattle what to do with employees in San Diego and what to dowith employees? In Florida I mean it was really fun. Of course, coved ismaking that much more important in pressing. That's right, so manycompanies, the first step, was hey. You know we were all in office, but now thepandemic has made that impossible. But...

...then employees took a next step andsaid: Are we coming back? Can I go live on five acres somewhere in Montana andthat you know start growing? My own vegetables and a lot of employers saidyes, employers, large and small, said yes, but they never. Some didn't think about the the lawsthat come with managing across state lines, some organizations I haveemployees and very strict labor law areas, for there are many states that Idon't have a stringent hr Lan. So how do you equip your managers to managethose team members? What's the right way to pay them on their exit? How manysix days do they have illegally in their statement? What about family sickdays, and so these are some of the things that we help companies workthrough is to give them a strategy for leading these employees that are in anew place, getting them set up as an employer registered in the state andmaking sure that they're doing everything to keep the culture of theirorganization on on target yeah, and you know you had mentionedthat some companies look at the strictest laws and apply that as ablanket across the board for every em play who's in Montana, growingvegetables and some companies sort of look at each state's law and appliesthem case by case. Do you recommend the blanket policy approach or case by caseand how come so? Here's the thing I'm going to giveyou a big fat. It depends and it depends on a few things one. What isthe executive perspective on this? Do you want to be an organization that hasequity in the way that you administer policy if everyone abides by the lawsin California? As an example, that's going to incur a cost that you need tobe aware of. If you have employees, for example, Texas, where the laws are lessstringent, but your employees in Texas would be benefiting from the Californialaw, so it really depends if you're able to and you're willing to- and youwant to be an employer that says: Hey everyone's treated the same, no matterwhere you live, I definitely say: Go for it, but if you're not in that placeand if you don't think strategically, it makes the best sense for your talentstrategy. Then we recommend you know having the employee handbook and thenhaving an appendix for each section of the handbook that says here the laws inTexas here the laws and with Oson here the laws in Ohio, so that everyemployee that lives in that state can go to their state section in the PENDIXand every manager. WHO's leading teams across state lines can guide theirteams based on other state laws. So it's a big fat. It depends, but theirstrategy and pros and cons to both sides yeah and to know honestly in somany of these conversations, a big fat depends applies to so many situations.Should we go remote? Should we, you know fully remote, should we be hybridand really it? It all comes down to what works for your company and youremployees, and so this is just another example. I think so I don't know ifthis is another big old, it depends, but a big part of letting employeeswork across state lines is: Will we pay people where they live versus paypeople if they were at our headquarters? So tell me where you stand on thatcompensation matter, and actually I understand from my last conversationthat your point of view is actual as evolved, yeah and that's the beauty ofbeing lockstep in changing policies, but also changing culture and climate,but I think we live in a environment now that is more lined with equity andmaking sure that we're having open conversations about pay and making surethat everyone in our organization is paid on the same platform and we'reable to defend those pay policies out in the open if ever called to do so. Soyou know, if you asked me five years ago, I think the big strategic push wasyeah. Go hire that person in North Carolina when your headquartered inCalifornia, because the cost of living...

...in that area is significantly less andthe strategic benefit is to acquire someone on your team, for you knowNorth Carolina Salary, but now I'm more in line with the idea of payingeveryone, the same pay band across the geographic regions and the reason whyis we're in this huge war? It's a cliche that I hate these days, but Imean it is what it is right. Anyone who's searching for talent knows thatit's pretty difficult out there. So why would you do yourself with disservicein trying to attract the best people by undercutting their potential earnings?So so these days, if you even if you're in you know Florida, California, Texassome of the hot spots for the economy, you still have to realize that youremployees aren't looking for the best employer in their neighborhood they're,looking for the best employer in the country and whether that's going to beyou whether that's going to be someone two states over, they are going to wantto go somewhere that they're treated fairly. But- and we may talk about thisand another part, but pay isn't the only aspect of the conversation, butit's an important one. So if you are looking to be an equitable employer, ifyou want to put your flag in the ground and say hey, you can go, live anywherework anywhere. Your compensation will be the same that I really do think youshould lead into that yeah and what you're, I think, alluding to is justthat this market, this labor market, is so tight, so competitive, there's ashortage in particular of tech talent, and that really gives puts candidatesin the driver's seat and gives them more leverage to negotiate. So I thinkwhat you're saying makes all the sense in the world, so I want to move on toanother topic that really fascinated me when I saw a ebisode you did and it wasabout the importance of the employee handbook as away to actuallyy shapeculture, and I think most employees maybe scan that giant book if you'relucky, but then they kind of throw out in the bottom drawer and forget aboutit. But you are talking about doing something different with it yeah. I think that so many employers inan organization a treat employee handbooks the same way that we treatthose installation guys that come with diy furniture where it's like we'relike. I know how to build this thing. I can just look at it, and so I don'tneed to know where the screws go. I don't need to know which Alan ringed toput on there. I can just feel my way through it and unfortunately we do itthis service not only to ourselves and where installing furniture and have togo back and screw something in that we screwed him backwards. But when we'rebuilding an organization and we're building and running an organization,the employee handbook, you know it's an underutilized aspect of your culturethat you could use to your benefit in a few ways. The first is the obviouslyit's going to help you with legal protections, whether you're, in aposition where you have to make a difficult employee conversation aboutwhether someone stays on your organization or even goes on a pip. Youknow a handbook can help guide your managers on how to have thoseconversations and what the expectations are and office we lose out on using thehandbook to communicate our values. I think value driven organizations arethe ones that succeed the most and finding ways to insert your values andthe employee handbook is a huge benefit. We do have organizations with that, butan example would be. You know your ptoois. If part of your organizationalvalues is well being right, you could say you'll at company Xyz. We believethat our employees are at their best when they're refreshed. This is why wehave this policy and our policy is XYZ one. Two three: you know if yourquestions reach out to your manager...

...make it go from a document that is justa check in the box to something that's really written with your company valuesand your company culture, mind and you'll have people quoting from it,almost like the Bible when it comes to how to thrive at your company. So Icould go on and on about handbooks, but I don't want to lose too many folks inthe audience. I find it to be exciting because we alltalk about the same touch points for telling an employer brand story. I'dlove any time we can turn on its head, something that you know in this case isconsidered a boring, hallway, monitor booklet and making it meaningful,readable and inspiring this just so the unexpected and an actual new vehiclefor the talent brand, and I have to say just as a side note again. No one cansee me, but if I could show you my drawer of product manuals, they arepiled high. I have really good intentions to read them, but that justdoesn't happen, so I actually want to keep on the topic of handbooks, because you mentioned that today is a reallygood time to rethink reimagine redesign. What an employe handbook is in additionto what you spoke about, inserting your values but tell me some new approachesto the handbook and what it looks like and feels like yeah yeah, really greatquestion. So I'm actually a story of. I call it the seven page employee hand,but I was working with a New York Times best selling author, who listed me inone of his books as when employe engage, went experts in the world and basicallysaid he joey. You know you're on this list. I D love to work with you andessentially prove it right, prove that you're get at this engagement thing,but and one of the issues that he was having is that he wanted to revitalizehis employee Hambo and he posed the challenge. He said a Joey, you know.Typically, these documents are fifty sixty a hundred pages long and nobodyreads em, but they're kind of important that I know they're important. You knowthis is our space. Could you make a seven page handbook that people readsay, Challenge Yeah, big challenge right, so we basically had to conveythe same information with ninety percent. Less words right going fromsixty or seventy page doctor, seven page dock. So it was a fun challengeand what it required is to be very succinct in what we wanted tocommunicate. So it was really crisp sentences about all of the policiesthat we wanted to include as essential and making sure that anyone could pickup wherever they needed to in the document, and I get their questionsanswered so that project was a success. We brought it down to seven pages I'll.Never forget that moment as a way to to look at the handbook and reimagine it,but also I mean to get on my soapbox here. You know who said that a handbookhas to be a sixty page written document d. It could be, you know, a pitch deckor a slide deck. There could be audio visual component with transcriptions.There are a lot of fun ways that you can update your handbook to make itmore palatable, because the goal of a handbook isn't for it to stay in thedrawer and you pull it out in a in a case of an emergency. But it's a guide.It's a road map, it's the rules of the road, and these days you can becreative in what that looks, like so love to take on some more creativechallenges with some of the listeners and produce something cool. WHO said,you can't have a podcast series on employment. A right like thepossibilities are endless. I think that's so exciting. Yes, that will be.Maybe we can co produce a podcast on on then play hand, but you also mentionedthat you know everyone expects this letter from the CEO and you said, sortof think about, including a letter from a satisfied customer which I think isalso really engaging. I can even imagine employee testimonials beingpart of it and that can really engage...

...new employees and has we know, engagement and retention is weighingheavily on the minds of people, enablement professionals of leaders ingeneral because of the phenomenon we know as the greatresignation. So what are your customers bringing up to you with regard to thispotential mass exodus of workers, which is actually already begun? How are youguiding them? Well, so a few things are happening with our customers. Some areactually able to attract great candidates that whether the pandemicstorm at one employer and now that there's somewhat of a clearance to moveto another role, they've done that, but the other challenge and opportunity isplaying defense. You've got to look at your organization as and almost getparanoid and say hey if forty percent of the people in my organization walkedout of the doors, but what that mean for organization? What is our cultureand how would that shift if forty percent of our people left and that'snot to say that forty percent of a entire organization is going to up andleave, but you want to make sure that you're doing what you can to answer thetwo questions of? Are My people going to leave and am I able to attract theright people to my company? So you want to make sure you're listening to yourteam, listening to what they say. Reading between the lines for the levelof engagement, we have open positions. I see if people are referring theircolleagues and friends to apply. That's a huge sign. You know you want to worksomewhere. If you want your friends to work there too, but if you're hesitantto to refer in then hey. Maybe that means that there's some reservationsthere and I want to spend a bit more time on culture, because I waslistening to your podcast episode with with a guest whose name is Mike sipplejunior and he's the cofounder and CEO of the talent magnet institute on the PODCAST. You asked him aquestion. I thought was just really fascinating, so I thought. Would it beinteresting if I asked you the same question and that question was allright? What do you say to a leader who thinks I'm the leader I'm the founder,I'm the CO founder. I created this place from scratch, so I know thisculture better than anyone, and that includes better than any employee. Tellme what's the deal there, what do you think well timony? I appreciate the plug formy business life and coffee podcast and hopefully, if people are getting valuefrom this conversation to go over and and check it out. But to that questionspecifically, I think that founders and even executive teams and organizations,because it's not just the person who started it, but the person who's incharge to run it. I think there's a difference between the culture that wehave in our heads and the culture that's actually boots to the ground andsometimes those things are very different. So when a founder or a leadteam says, I know my culture, I know my culture. We are XYZ and starts spewingout their values. Sometimes that's more aspirational than actual, because evenif I look into my own organization I'll say you know our values are this.However, we are taking baby steps here, we're making progress here, and I thinkwe've got a pretty good handle on on these. So you want to get somevulnerability and transparancy from a lead team, because when you say that this is your culture,first of all culture is it's fluid. It's dynamic. It's an organization,that's an organism, so you may, for example, one of our values is we workwith winners right and so part of that means we pick clients that are trendingforward that want to be successful and grown, but there may be a season whereour clients are, you know, aren't...

...winning, and so so that wouldn't impactour team a bit. So things have been flow and it's a constant grading systemthat you have to be on top of and have a pulse for. So I do think. Sometimeswe as founders or executives, have that aspirational vision in our head and wewant to project that down. But the reality is, we need to be looking bootsto the ground, look at our line level, employees and then assessing up to seehow far- and why does that vision in the tat culture actually tricklethrough the organization and how is it consistent from employees? Employee,yes- and you know, I think, the underlying advice- you're giving is beaware of the rose colored glasses that have founder CEO, Co, founder executivemay have maybe wearing it's really about radical candor and saying okay,we're taking baby steps or whatever the reality may be, and I think that wouldresonate quite a bit with candidates who are now more than ever. Looking fortransparency, I also remember Mike in your episode, your guest. I brought upthat old nugget of wisdom, which is that culture is what happens when theexecutive leaves the room. So in any case it was a really great conversation,so I'll direct people to episode number two D, a seventy six of business lifeand coffee. So with that bit of real talk, advice for leaders, I think it'sa good time to move into our two minute. Takeaway share a few high level tips.You know, based on some of these trends that you see coming up to the surface,and you know whether that's something to do with culture with leadership.What should our listeners keep in mind? Yeah? Well, tiny of the time flew byhere I mean I feel like we're just getting started. Fogle, you know,listeners are taking notes, bookmarking, sending this to their team. You knowchatting about it later in groups, because I do think we covered a bit ofground here. So I think that the major themes we talked about today weremanaging across state lines. The employee handbook as a part of theculture, and then just that honest conversation of is my organization ofthe organization that I have in my head, or are we really alying with our valuesand so with Magagin across state lines? Just understanding that no two statesare the same with regard to the legal compliances for the employees that livethere with regard to the employee handbook, get imaginative, get creative,create a handbook that your team will want to read and want to digest, andthat's going to save you a lot of time not having to answer questions over andover and create great rules of the road for your team and then the last oneabout culture, and you know having an organization. That's authentic to yourvalues is just realizing the importance today that the people in yourorganization they can leave and they're, not necessarily leaving for better paythey're leaving to go to organizations where they feel they can be long andthat's not always a dollar figure. Sometimes it's the values, sometimesit's the team. Sometimes it's the way that people are treated all factorsthat are within your control and many of them have less to do with monetaryexpense and more about just the effort that you want to take into creating theorganizations and those are really great, take aways and you're right. Wedid cover a lot of ground. It just speaks to the breadth and depth of allof the HR matters that you're working on with clients. So tell me howlisteners can reach out to you learn more about you, your company, yourpodcast, sure, well, listeners can reach out to me for speakingengagements, for a team to do consulting for the best way to reachout is at our website jump start dash. HROM also find me on social media,obviously linked in as a big one, but then I'm Joey v Price, H, r on thesocial media channels, so happy to chat...

...with you. There share some funny, memesand and some data research and inspirational messages Yes said fromfunny meanes to data research, so yeah thanks again and to our listeners.Thank you to subscribe to technically people if you like this conversationwant to hear more just visit, technically people com tune in nextweek. When I will interview another expert on the leading edge of a carpeople. enablement practice built in is a tech recruitment platform.That's in constant dialogue with leaders about the future of tech,Bilton's podcast. Technically people expands those conversations to ElFellow futurist, create and lead exceptional workplaces, environmentsthat inspire in Demand Tech professionals to join your company andthrive to learn how building can help Youre company attract best and classprofessionals visit employers, top Bilton you've been listening to technicallypeople a community conversation about the future of work. If you want to hearmore cutting edge ideas about creating human center work, places subscribe onyour favorite, podcast player and you'll never miss an episode and if you're over the moon about whatyou've heard we'd be honored. If you took the time to give us a five starreview so signing off until we meet again in the future.

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