The top problem that HR still gets wrong is that we keep trying to confine our people instead of expand their talent.

Instead of allowing them to perform, we measure what they don't do.

and it's never worked.

Organizationally, we still think hierarchies work, and they never have, and they don't, and they won't.

People leaders, HR leaders, keep trying to put people in boxes instead of allowing them to really free flow and be the talented person they are.

Work is more fluid, it's more interconnected, and we, again, try to box it.

Well, yes.

But you say, instead of saying we all have that.

Hmm.

It's happening again.

Now that we have A- AI, it's, "Don't let people use the tools that are coming out." This is a terrible approach to business and HR.

Uh, you know, keeping people out of things instead of involving them in things.

And the biggest thing I've seen as a change, which is good, is, uh, at least for myself personally and the people that I work with, when I started in the profession, HR was on the outside of the organization.

We were, you know, hey, when you hear the words I have to go to HR-That tells you where you are.

Instead of saying, "I work with HR," or, "HR works with me," or, "You know I work with Steve." If you can get the whole HR title gone, huge.

... or, or, uh, or you're not, um, necessarily measuring somebody's performance in that more traditional way, how are you showing equity during the pay increase or promotion process?