Summary: If you’re dealing with unmotivated employees, performance or high turnover, these problems need to be the highest priority of your HR managers. But the challenge is, they don’t have time because they spend most of their day dealing with paperwork. In order for you to do right by the people who work for you, and the clients that they serve, you need to free up HR from the burden of repetitive, soul-draining procedures, and that’s what this episode is all about.<br> In this conversation, Rhamy Alejeal, author of <a href="https://www.amazon.com/People-Processes-Organizations-Competitive-Advantage-ebook/dp/B07GRCNSBY/" target="_blank" rel="noopener">People Processes</a>, reveals how you can streamline your personnel operations. He takes you through all the components of HR workflow and lays out the steps for you to optimize procedures like onboarding, scheduling, payroll, reporting and communication. By the end of this episode, you’ll know how to boost your ability to attract and retain the best people in your industry.<br> <br> <br> <a href="https://www.amazon.com/People-Processes-Organizations-Competitive-Advantage-ebook/dp/B07GRCNSBY/" target="_blank" rel="noopener noreferrer"></a>Get Rhamy’s new book <a href="https://www.amazon.com/People-Processes-Organizations-Competitive-Advantage-ebook/dp/B07GRCNSBY/" target="_blank" rel="noopener noreferrer">People Processes</a> on Amazon.<br> Find out more at <a href="http://peopleprocesses.com" target="_blank" rel="noopener noreferrer">PeopleProcesses.com</a>.<br> <br> <br> Rhamy Alejeal: I’ve been in this limited world of employee benefits for almost 10 years now. Over time, I got to know my clients better and better and the issue became less about finding this product that their employees needed and more and more about the systems and communications surrounding it.<br> One of our long time clients is this nonprofit, it’s been in business like 60 years. They had been very, let’s just say, stable. Not much happening, they’ve had the same number of employees, they’re doing the same thing, the executive director had been in the role for 20 years.<br> Before that, the person had been in that role for 25 years. A new executive director came in to this organization, her name was Christy. Christy was ecstatic, she had a great background, incredibly well educated, well-traveled, she wanted to run this nonprofit. It was really close to home in terms of what they did, it was her life. They helped disabled children, and she just thought she had found her dream job.<br> When she came in, it was a stagnant mess, all the top positions were filled, turnover was extremely low, which was great, but the organization wasn’t growing. It couldn’t retain smart, young people. They had nowhere to go. The operational budget had been basically the same for 15 years.<br> Christy just wasn’t having any of those. She was dynamic, aggressive—she was going to go in there and make changes. And she did.<br> <br> She changed that organization. <br> <br> In six months, with her at the helm, that nonprofit increased their revenue 15%, reduced overhead by 10%, existing community partnerships got deeper, and new ones came together and formed. A few of the people had been there forever, and some of them found new jobs, some of them adapted.<br> By doing what she did, she was able to completely change the spirit of that organization and hugely accomplish their mission better.<br> The main way she did that was by focusing not necessarily on the mission, what they did in the community, but focusing internally. That has been the recurring story of what our organization does and what I deal with every day.<br> <br> Discovering People Processes<br> Rhamy Alejeal: I had the same thing, my company grew hugely, we doubled in size, and at some point, I realized I was just completely stressed and worried about the ability of my team to do the things that I promised we coul...
