human resources

Mm.

... a labor lawyer, a HR, and everything like part of the business.

Mm.

We've got a facility where we can assist with that.

Uh, so yeah, [chuckles] that's a good point actually.

So that's an employer of record.

So it's essentially your entity or an extension of your entity on the ground in South Africa, that are the legal employer that handle all of the, yeah, HR, legal, onboarding, off-boarding, redundancies, whatever, in a way that actually fits with South African working law.

So we have an in-house labor lawyer, so if, for example, someone's performance is bad and you need to manage that out, that is a legally binding process that you have to follow.

I, I thought I had made it, you know.

I was technically three, you know, three levels or four levels from the CEO of a $25 billion company, had teams all over the world, um, you know, leading AI and data, you know, for, uh, one of the largest HR companies in the world.

Um, and I thought I had made it, and, uh, I clearly didn't.

I was very burned out.

My recommendation is always to take the look at the network that you have right now and the people that you're working with right now and sit down with them and build that relationship, build it stronger and offer something that's of value because then you're able to get wider.

So a situation I know many consultants find themselves in is they'll be brought into an organization and whoever their main point of contact is, whether it's HR or somewhere else, it's not always going to be the managing partner or somebody higher up in the organization that actually has the ability to move things, change things, get past procurement and so forth.

So what's your kind of counsel or advice or just even experience on that? If you're brought in, but you know there's somebody else that you really want to reach, but you don't have the relationship with that person, how have you found is the best way to go about building a relationship with someone else?

There's so many ways of doing it.

Where are they going so that, you know, you can make yourself available.

Don't be afraid to ask.

Like, so if you're working with somebody in HR saying, hey, you know, I would really like to speak to whoever the boss is, right? I'd really like to speak to them because I'm expanding in this area And I would really appreciate 15 or 20 minutes of their insights.

And in exchange, I'll share with them what I'm seeing in the market as well.

So what does that look like in practical sense? What does action product deadline look like or sound like? So if you're a consumer marketer, it would say shop 40% off all Nike running shoes through Sunday at midnight or start your 30-day Peloton free trial by September 30th and get full access to all the classes.

Or on the business side, register for the 2027 HR Compliance Briefing by Friday to learn about these five changes in HR.

It's this idea of the action plus your product plus the deadline.

You need to be getting that out in those first 200 characters to really have an impact.

But you can't judge your impact unless you have the data from all of those other departments.

So you need to be able to, you know, understand turnover rate from HR, understand the cost of hiring, understand the efficiency ranking that operations does.

How does operations measure success? Is it like...

You know, time on project, cost per widget, you know, products per hour, pounds per hour, whatever it is that they're measuring.

And they'll understand, like, here we thought we had this leader in this area that was, you know, working well, but I can now see that they're not working well.

So You walk in and you're like, yeah, we've had this poor performing department and these are the steps I've taken to try to improve this department.

And now I'm bringing it to the committee, right? So you become this partner, right, that is really looking out for the business as opposed to just your one little department, right? And the data is so helpful to those executives and it's being shown in a way that they don't typically look at it, right? So if you think about all the data that we want to collect from other departments, when HR is looking at their turnover data, they're just considering whether the person they hired worked out.

And if they didn't work out, they'll assume they made a bad hire or they made a bad recommendation for a hire because typically HR is going to hand a supervisor or manager a handful of qualified candidates.

We lost that part of the institutional intelligence.

And that's why HR became an early adopter for our AI-native operating model, because our work is fundamentally about connecting people, information, and decisions to deliver that value.

We wanted our AI to amplify the judgment, not to replace the human judgment.

Welcome to Build by People Leaders.

I'm your host, Daria Rudnik, and this show is for HR and L&D leaders in scale-ups and fast-growing companies.

The people building real impact from within and shaping AI-ready organizations.

Each episode, I sit down with people leaders to talk about how they build strong cultures and shape organizations around them.

It's about HR being seen as a true business partner by leaders and by HR themselves.

If someone gets there early and wants to talk before the show, I'm not sure if my email address is going to be included at the end of the show or whatever for this, you know, but feel free to reach out to me anytime.

And I would love to talk about HR data and I would love to talk with the retailers about kind of what they're seeing on the ground.

Because like you said, you know, the retention numbers and turnover numbers can tell us a lot about what's going on in the industry, but But actually hearing from the retailers just it makes a complete difference.

It's so much more informational being able to kind of hear it from the horse's mouth.

So go to NACShow.com. Can't tell you, but somebody you've heard of.

So...

Look to see you on the road, Chris, everybody else at the NAC Show, HR Forum, the Human Resources Forum, some of the other activities that we have scheduled for NACs.

And until then, Chris, thanks for joining us today.

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You're listening to HR Leader, inspiring you to lead the workforce of tomorrow.

Hello, everyone, and welcome to another episode of the HR Leader Podcast.

My name is Jerome Dorosamy.

I'm coming to you today from Camaragle Land in Sydney.

Thanks for having me.

Today, we're going to be talking about the burnout crisis facing Australia's workforce, how we got here, and what can be done about it.

This is what Carl's book, Built to Burn, centers on, and I'm really keen to get his take on what's gone wrong in looking after Australian workers across the spectrum and what we need to be doing moving forward as employers and as HR teams.

Welcome to HR Voices, a podcast for independent HR and people professionals and the businesses they support.

HR Voices is brought to you by the expert team at HR Independence Limited.

Hello everyone.

Welcome to another episode of HR Voices Podcast.

I am your host, Mary Asante.

And with me here today, I've got the fantastic Amanda Anderson.

Before we dive into what we're going to be talking about, which is a really exciting topic, that is, you hired the Abrillians.

but you are getting their compliance.