January 21, 2025 • 47 mins
In this special milestone episode, host Prince Tate welcomes his brand-new co-host, Mario Hunt, to tackle fun and thought-provoking workplace dilemmas! Together, they debate hot topics like:
✅ Remote Work vs. Office Life – Which works best for you?
✅ Micromanaging vs. Laissez-Faire Leadership – Is there a winning style?
✅ Performance Reviews vs. Continuous Feedback – Which drives success?
✅ Vacation Time vs. Unlimited PTO – The ultimate employee perk face-off!
👉 Play along, share your answers in the comments, and send us your workplace questions!
🚀 TWO exciting new segments:
-Career Chats: Quick, motivational episodes packed with actionable career tips to fuel your journey.
-HR Inbox: YOUR questions, scenarios, and challenges answered directly on the podcast! Email us at TPHRPOD@gmail.com.
Episode Sponsored By: Halo Vision Media - https://www.halovisionmedia.com/
👉 Hit play now and be part of the conversation! Let’s tackle workplace dilemmas and thrive together!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey and welcome back to the Transparent HR podcast,
where we aim to empowerindividuals with transparent HR
insights, fostering careeropportunities and navigating
workplace success for all.
It's your host, prince Tate,and you are listening to the
10th episode.
This is a very specialmilestone and a very special
(00:24):
episode that you are listeningto today.
Not only that, we've made it to2025.
So happy New Year's to you, andI just want to say thank you
all for listening to theTransparent HR podcast, for
supporting us in year 2024.
It has been an awesome journey,whether you're listening from
(00:46):
Memphis, tennessee in the UnitedStates, or across the world,
mario, welcome to the podcast,man.
Speaker 2 (01:16):
Thank you for having me.
I'm so excited to be back.
I can't wait to get thingskicked off for 2025.
Speaker 1 (01:22):
I've been waiting for this moment, wait to get things
kicked off for 2025.
I've been waiting for thismoment, absolutely.
Look, I want y'all to hold onto your seats because we have
some exciting news towards theend of the podcast, so stay
tuned in.
But we're going to go and thisis going to be a really fun
episode.
We're talking about workplacedilemmas and we have a few
examples that we're going to goover, and we're just going to
(01:43):
have fun and talk about them,right?
So we have HR dilemmas not HRdilemmas, but workplace dilemmas
, workplace dilemmas and we'reboth HR professionals, and so
we're going to give you our takeon it.
So, mario, I'll let you gofirst with the first one we got.
Speaker 2 (02:02):
OK, so we're going to talk about workplace dilemmas,
workplace dilemmas and, as hestated, we're both HR
professionals.
So sometimes we have to dig andbroaden our minds to think
outside of HR.
That's true, and sometimes it'sa little bit easier because we
work with people every day.
So let's talk about thosedilemmas, so workplace dilemmas.
(02:22):
So let's have a little fun withthat.
I want to ask you one, and youtell me which one you prefer.
Speaker 1 (02:28):
I got you.
Speaker 2 (02:28):
And then give me a little bit of insight on why you
prefer that one.
Okay, I got you Micromanagingor laissez-faire.
Speaker 1 (02:36):
Man, that's interesting.
You know, everyone hates amicromanager.
So of course I do not want toselect that one, course I do not
want to select that one.
You know, when I think aboutthis, you know, I would say, you
know, I would probably neverwant to work for a micromanager.
I mean, that's just it.
I wouldn't either.
I mean, you know micromanagers,they're always on your back
(02:59):
trying to.
You know, see what you're doing.
My thing is either you're goingto trust me to do the job or
not.
Either you're going to trust meto do the job or not.
And you know, there's adifference between me knowing
the job versus me not knowingthe job.
If I'm experienced in this roleand I'm doing certain things
and I'm experiencing and whatI'm doing, just trust me to do
the job.
And if you don't trust me to dothe job, just let me know.
Speaker 2 (03:23):
That's my whole take on micromanaging.
So if you hired me for the job,just let me know.
That's my whole take onmicromanaging.
So if you hired me for the role, basically you're stating that
you feel like I'm qualified forthe job that.
I can do it, allow me to do it.
Now, the thing with, let's say,fair is for me is it's kind of
a borderline situation for metoo, because there has to be
some structure.
Speaker 1 (03:41):
It's okay to give people the free will to do their
job.
Speaker 2 (03:45):
You shouldn't have to watch over them and actually
dictate their every move.
But sometimes, when you givetoo much room for people to do
things the way that they want to, it can get out of control.
So how do you feel?
Speaker 1 (03:56):
about that.
Yeah, I do like that one better.
But my thing is, if you're agreat leader, you're going to
check in on your staff anyways.
Right, you're going to.
Even if you're not therephysically, you're going to send
a text, right.
And so I think it's reallyimportant that while you, while
I do prefer flexibility and kindof doing things on my own, I
(04:20):
still want to feel supported,knowing that my leader is there,
even if I don't really needthem, right, Right, so you know,
I appreciate that one much moreyeah, and again I agree 100
percent, because I cannot do themicromanaging thing.
Allow me to come in, do my joband I think, if, if you felt
like I, was qualified for thejob.
Speaker 2 (04:38):
you would be OK with allowing me to do that If you
felt like I was qualified forthe job you would be okay with
allowing me to do that,Especially sometimes when you
first come in.
They want to make sure thatyou're trained and that you know
their way, the way that theywant that job and the direction.
You may have the skill set, youmay have the experience, but
every institute is different,every department and every
(04:59):
department leader is different.
So sometimes you have to come inand you may have to go through
that small period of time whichsome may consider a probationary
period and then some don't.
It's just kind of coming in andlearning the ways of this, this
um, this department, thisInstitute.
But once you've gotten, youknow, gotten past that part,
then there's no, no reason why Ishould be hired or you should
(05:20):
be hired in a role, and thenthat person has just constant
micromanagement involved Do ityourself.
Is that how I would see it?
If you're going to do it anyway, and tell me exactly how to do
it, why do you need me.
Speaker 1 (05:31):
Let me ask you this have you had a micromanager
before?
Speaker 2 (05:36):
Oh, my God, I have Didn't work very long.
It did not work very longbecause, you know, I am a true
believer in making sure youselect someone that can do that
job.
If you're going to work, if I'mgoing to be your leader, I want
you to be able to come in.
I'm your support person.
I'm the person that you come toif you have some questions and
(05:56):
maybe you need to synergize,energize or bounce things off,
but at the end of the day, Ineed for you to be able to make
those decisions and operatewithin that role holistically,
not me.
I shouldn't have to do that jobfor you.
You should be able to do thatjob.
So for me, working for someonethat is going to come in and
(06:16):
dictate everything that I do,try to tell me how to do the job
, when to do it, make thedecisions for me, I would
basically feel as if you don'tneed me because you could just
do it yourself.
So, no, I have had amicromanager that is a
micromanager or a leader that isa micromanager.
It did not work for me.
(06:36):
So happy to not be in anenvironment like that now.
We'll never be able to or we'llnever work in an environment
like that.
That just does not work for me,for me that is what creates a
toxic work environment.
Yeah.
Speaker 1 (06:50):
You know if they're asking.
One time I had this leader.
They asked me hey, did yourecruit these roles today?
You know what's your updates?
I gave them all the updatesthat I had made sure that that
day I went in to have theinformation for that leader
Because I just knew they wasgoing to ask, right, yeah, and
for that department leader thatI was supporting.
(07:12):
I just so happened to see himthat day and he asked me.
He said, hey, your leader wasasking did you get any updates
from Daniel?
And he was like, of course hegives me updates every day.
And he was like it's just weird, let me show you this email.
And he showed me the email that, uh, she had sent him, wow.
(07:35):
And at that moment I was like Iknow where I'm, I know where I
stand and I, you know, found meanother job because I'm I'm not
finna play with, I'm not finnaplay with stand.
And you know, I found meanother job because I'm not
going to play with you and Idon't want you playing with me.
You know, I just gave you theinformation.
Speaker 2 (07:52):
Well, I'm in a place in life now before I knew what I
know now.
I'm in a place where I will notwork in an environment that is
a toxic environment.
I will not work for a companyor leaders where I have to come
in.
I'm uncomfortable, that's true.
(08:12):
I'm unhappy.
I can't operate within my freewill of being who I am.
You can't do your best or giveyour best if you're inside your
head all the time, if you'reworried about things taking
place, what they're going to say, what they're going to do.
Are you in an environment whereyou feel like your leaders or
the people that you're workingwith are working against you?
(08:33):
I won't work in an environmentlike that.
It's not worth it.
No matter how much they pay you.
You can't pay me enough to bestressed out to feel
uncomfortable when I walk in aplace to have to sit in a car
before I walk in and start myday and pray every day.
Speaker 1 (08:51):
How many people do that?
It's okay to pray.
It's okay to pray.
Hey, we want you to pray.
It's okay to pray.
Speaker 2 (08:56):
But not pray because you know you're walking in an
environment where you feel likepeople are working against you,
feel like people are workingagainst you.
You're walking in anenvironment where you feel like
you're stressed, that it's notworking for you, that you're
unhappy in that environment orthat you're dealing with a
leader or an environment that istoxic.
That type of prayer I believein praying every day.
(09:19):
But if I have to, sit in my carand pray five minutes, up until
the very minute that I need towalk in the door, because I hate
where I am, because of how itmakes me feel that's not where
you should be and for anyonethat's in that environment right
now, continue to pray.
Continue to pray, but at thesame time, do the work.
Faith without works is dead.
(09:40):
Look, pray, you know, believewholeheartedly that there is
something out there for you thatis for you, but do the work.
You've got all of these jobboards, you've got LinkedIn and
always, always, always, as Ialways state, never stop
networking, never stop, you know, building relationships,
(10:00):
meeting people in your industry,in your profession, because,
yeah, a job or it will help you.
But most times, if you've builta large network of people that
are within your profession, thatknow you, they know your work,
they know your personality, alot of times it's just basically
informing them or reaching outand say, hey, daniel, I'm
(10:23):
looking for another opportunity.
This one is not working for me,man, this is the type of
opportunity I'm looking for.
Are you aware of anyopportunities?
Are you aware of someone thatyou may know that has an
opportunity similar to that?
And, a lot of times, justopening your mouth and speaking
and networking or being involvedin some of these events that
Daniel's always speaking at, mrSherm, look, go to those events,
(10:47):
network, meet people and, again, pray, but don't sit in an
environment where you're unhappyand you're being mistreated or
neglected because you can't giveyour best.
If you're not at your best, no,that's true.
Speaker 1 (11:01):
No, you're absolutely right, mario, but let's go to
the next one.
Okay, I think you like this one, so do you prefer remote work?
Speaker 2 (11:11):
or office life.
Oh, I love this one.
I love this one.
This is one of my favorites.
I love, love, love remote workHold on, give me that tune again
.
Love, love, love remote work.
Hold on, give me that tuneagain.
Love, love, love Remote work.
I could sing it all day longand I don't need no background.
(11:32):
This is a solo.
Tune me up.
No, seriously, I love remotework.
Why Tell?
Speaker 1 (11:39):
us why.
Speaker 2 (11:40):
Why Remote work is flexibility.
I am Mr Flexibility, if youknow me, I do a million things.
Yeah, I like to have my handsin a million things.
Um, I often complain, sometimesbecause I'm tired, but if I'm
not tired then I don't feel likeI'm doing anything
accomplishing stuff I love to.
I love to do multiple things atone once, and being remote
(12:03):
allows you to do that, allowsyou, yeah, being locked in an
office.
I'm kind of, I almost feel likewhat's generation?
What's before Generation Z,because Z is a little bit, you
know, baby boomer.
No before Z, because I am babyboomers are way before.
I'm a millennial.
What's after millennial?
Oh wait.
Speaker 1 (12:27):
It's boom, remember I'm a millennial.
Speaker 2 (12:28):
what's before, what's after millennium?
Oh wait, I is boomer.
Then it's x, then it's z I meanmillennials, then it's
millennials, then is I thinkwe're at it, I don't think, I
don't know.
Okay, well, I am a millennial,but I think there's one in
between millennial and z.
What's generation after?
You know millennial you'retalking about after millennial,
yeah, what comes aftermillennial?
Oh, gen Z, is it Z?
Yeah, okay, I probably shouldhave been Z.
I love remote.
(12:49):
I'm a millennial, but I loveremote work.
I love remote work.
I love to be able to have thatflexibility to say, okay, this
is my day, this is what it'spainted out for, knock this out
right now.
Then I might take a break and Imight do this.
I might knock this out and letme tell you working from your
home.
Oh, my God, perfect for me.
I can go ahead, knock out mycalls or do whatever I got to do
(13:12):
.
Have a couple meetings, stepaway, go wash my clothes, do
this, get a drink of coffee ortea, jump back in, knock this
out.
Being able to do multiple thingsat once is everything to me,
and I feel like I'm moreproductive because I don't mind
doing it.
I work all day and all night,which I don't think.
A lot of people say that thatis not, that's not good, it's
(13:32):
not healthy.
But for me, I love to.
If I'm watching TV and I'mwatching something and I think,
oh, I forgot about so and so, ok, let me pause this, knock it
out, jump in, knock it back,back out, so you work all day.
Most people who love remoteworking that are good at what
they do.
The institute gets way, waymore out of those persons to me,
because you don't have a real,you don't have a cutoff which
(13:54):
you need a cutoff here and there.
But for me, I love to be ableto jump in at night and say, oh,
let me do this right now beforeI go to sleep, so that I won't
have to worry about it tomorrowand I can check this off my list
now because it's somethingquick, it's quiet right now,
nobody's bothering me, it cutsout all that.
What do they call it?
Water cooler talk, yeah, yeah.
Speaker 1 (14:14):
The water cooler.
Talk Water cooler talk.
Speaker 2 (14:16):
You know, when you're at work you get locked in that
office or in that space and thenyou got to walk around face and
then you got to walk around.
You just got to.
You know, get your mind right,you know, synergize sometimes
that you might walk.
I might walk over and talk toyou, you know, just like right
now, if I walk over and talk todaniel, that could be five
minutes or it could be 30 oreven an hour.
Yes, but when you're at homeyou can work around there, or
(14:37):
when you're in an environmentthat's remotely, you can sit it
however you want, and I am wayway more productive.
So it's going to always beremote work over office life for
me no, no, I understand, youknow everybody has their
preferences, right?
Speaker 1 (14:50):
um, if there would, if there's a hybrid option.
I love hybrid because you knowI'm an extrovert and I love
being in people's faces.
Yeah, true, you ain't got tosay it like that, I'm just
saying.
But I like the hybrid optionbecause just because you're an
extrovert doesn't mean you wantto be in somebody's face 100% of
(15:13):
the time, right?
There's some moments where youwant to just relax, right, and
not have to be all out in theopen, and so that hybrid
flexibility schedule gives methe option to when I want to be
seen, I could be seen, but atthe same time, when I want to,
you know, be at home or remote,I can be remote and be flexible
(15:36):
and, like you said, get stuffdone.
You know, now I will say this,if I'm just being transparent,
this is the Transparent HRpodcast.
Please be transparent.
Working in the office, I feellike I waste so much time, right
From having to travel to there,having to, you know, get
settled and then, once I getsettled, get some work done.
(15:59):
Then again, you talk about thewater cooler, talk right, the
good mornings and theconversations, and then some
people you don't even want toengage with, some people you do.
And then lunchtime and you know,it's just you, you, you waste
so much time right but a lot ofcompanies argue that, well,
(16:21):
remote work really interfereswith culture, and I think that
workplace or not workplace, butremote settings is a little bit
more challenging.
But you just got to be a littlebit more creative, right, when
you talk about workplace culture.
But honestly, if it was me, Iwould love to just have a hybrid
(16:45):
work schedule.
Speaker 2 (16:46):
I like hybrid.
I like hybrid and actually Iwork in a hybrid role,
transitioning from it being aoffice life position, and my
leader at that time, when wewere preparing to go into the
transition to hybrid instead ofoffice life, she was against it
completely.
(17:07):
What I found out is when you alot of leaders that are in
traditional or have worked intraditional pretty much all of
their experience.
They don't like change, andsometimes it's not about whether
it works or not, it's just thatthey don't like change.
This is what they're used to.
Then you have those leadersthat they don't really trust
(17:30):
their team.
Speaker 1 (17:32):
Why hire?
Someone that you can't trust todo the job that you hired them
to do.
Speaker 2 (17:37):
Again, it goes back to what we just talked about
with micromanaging.
If I hired you to do the job, Itrust that you can do it.
I don't care where you do it,as long as the job's getting
done.
I don't care where you do it,being able to trust the people
that you put in those roles thatprofessional that they're going
to do their job and thatthey're qualified and that they
(18:00):
can do the job.
I think that plays a lot in it.
Also, the traditionalist thosepeople who are traditional
dealing with change they wantyou to come in and be prepared
for the changes that they have,but they're not prepared for
change or they're not okay withchange.
I think it's holistically.
It goes in a 360 circle.
(18:21):
Yeah, you want us to beflexible and prepare for
whatever changes that you bringwith us within our role, but you
have to be flexible as well.
As a leader, even iftraditionally, this is what you
have been used to, it's okay totry something different and if
you have hired the rightprofessionals, they're going to
do what they need to do to makesure that their job is done.
So, for me, hybrid works and,as I stated, that leader that I
(18:47):
worked with that had only beenin traditional.
When we went hybrid, she wascompletely against it A little
bit.
We tracked our metrics.
About two months into it, shesat down with our team and she
was like, hey, honestly, when wefirst went into this.
I was completely against it andshe verbalized it.
She did not hold it back.
She told us I don't like thischange, but this is the way that
it's changing.
She didn't have a choice and Ilove the way that it's working
(19:16):
for our team, because you allare producing much better than
you were when we were in theoffice every day.
So the metrics and the numberschanged her as well, as she
trusted her team to do and tocontinue to be as productive and
to do the job that we did whenwe were in the office.
And we did and we excelled andbecame better.
(19:38):
So it opened her eyes and shedidn't want to go back to the
traditional office setting andyou know, remote setting.
Speaker 1 (19:44):
I definitely believe like I work a little harder,
yeah, and I definitely get muchmore work done in a remote
setting.
So what's the next one you got?
Speaker 2 (19:52):
for us.
So for me, I'm going to runthis one to you, and I'm glad
it's on you and not me.
Speaker 1 (19:59):
Today's episode is brought to you by Halo Vision
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Speaker 2 (20:38):
So if you had to choose performance reviews or
continuous feedback, which onewould you?
Speaker 1 (20:43):
choose and why I would say continuous feedback.
Ok, honestly, I don't reallybelieve in performance reviews,
just the process, I feel likefor employees it's it's not,
it's not that beneficial,because a lot of companies don't
do it the right way, right,like if they actually do it the
(21:04):
right way it would be good.
But I believe a lot of leadersdon't like doing performance
reviews.
I agree.
I believe that a lot ofperformance reviews um could be
biased.
And then two you know there's abudget that's set in front of
you, right, right, and soeverybody can't get exceeds
expectations, everybody can'tget meets expectations, and so a
(21:29):
lot of times leaders would haveto decipher who gets exceeds,
who gets meets and who getsneeds improvement.
And so I don't think thatannual performance reviews are
beneficial to team members.
And also I think that sometimesit depends on that timeframe of
the year, of the season thatyou're in.
(21:50):
If you're about to go intoperformance review season, you
need to be working hard, right,because, and then too, you don't
want to be in a place where youknow you, there's issues going
on with you and your leader, orthere's a challenge that
happened because that leader maybe biased, and put that in your
(22:12):
performance review whenmajority of the year, 10 months
out of the year, you was perfect, you was great, right.
But then that one month anissue came and now they're
putting that on your performancereview.
I don't think that's fair.
But I think continuous feedbackis really important.
It really helps employees andme as a worker to continue to
(22:36):
improve on my skills or whateverelse that I'm doing in that
specific job so I can do better,be better and to prepare me for
the next level.
So I prefer continuous feedback.
It's the way of the game.
I like feedback on set, youknow.
I like immediate feedback.
Speaker 2 (22:55):
I get you.
So for me, looking atperformance reviews versus
continuous feedback, I wouldprefer continuous feedback as
well.
I do agree with you withperformance reviews about them
being inconsistent.
Speaker 1 (23:10):
Yeah, it's inconsistent A lot of times it's
very inconsistent.
Speaker 2 (23:13):
A lot of times most leaders are rushed into doing it
because it's a part of theformat that we've got to do it
on this date.
They don't want to do half ofthem, so they rush through them.
And then the budget oh my God,the budget piece, the budget and
the metrics part.
We're going to go back tometrics again, because sometimes
metrics are needed and they areproductive, and sometimes those
(23:34):
metrics run us into a brickwall, and what I mean by that is
, from what I've seen duringperformance reviews, when they
have a budget and metricswrapped around.
Like you said, everybody can't,you know, exceed.
Everybody can't meet.
So it puts this, I guess, thestigma.
There's a stigma wrapped aroundit when it comes to the leaders
(23:56):
, that I've got to find a groupof people that are not going to
meet, that that I've got to finda group of people that are, or,
if so, I can only do so manywhen if I feel like my entire
team is performing above andbeyond and.
I can prove that and I can showit within.
The metrics, then why not?
Why can't I make everyone?
Speaker 1 (24:14):
you know, exceed, you're right.
Speaker 2 (24:15):
But that's not the way most institutes are set up
in my experience.
In my experience, you have oh,you can't make everybody meet,
or you can't make everybody meetor exceed.
Speaker 1 (24:27):
But a lot of employees don't see that part of
by-performance review.
But from an HR perspective wesee it because we have to have
some of those conversations withleaders, right?
Speaker 2 (24:37):
Yeah, and honestly, if I was to put my own opinion
around it, I don't think it'sfair.
Me personally.
I'm not saying that, everyonebelieves that, but I don't think
it's fair.
If my team is exceeding,showing in the metrics showing
in our performance.
Speaker 1 (24:52):
Why?
Speaker 2 (24:52):
do I have to go through and find people,
basically based off of thesemetrics that you've given me,
that are not meets, that are notexceeds.
And then I have to figure outand come up with a way to tell
them oh Prince, unfortunately Iwon't be able to give you
exceeds, well, why?
Well, you did X, y and Z, butyou did X, y and Z last period
(25:15):
too.
So you know you didn't doanything outside of that.
Well, is it?
Is it above and beyond what youdo within your job?
yes but you did it last lastperformance, so you didn't do
anything different.
Yeah, yeah, you still exceeded,right, right.
So that's that's the problemthat I run into that you can
still exceed, but not exceedbecause you did it last quarter.
You know, you did it lastreview and that's not.
You did it last review andthat's not, that's not, you know
(25:37):
if.
I'm keeping it real.
In my opinion, that's not fair,so I don't like that.
Speaker 1 (25:41):
Let me ask you this have you ever had a below
expectation rating For me, andhow did you take it?
Speaker 2 (25:48):
I had someone try to give me one.
It was not a below, you knowfor sure.
Like I'm not below, it was nota below, you know for sure, like
I'm not below, oh I know forsure I'm not below.
I'm not going to operate in anenvironment where I feel like
it's not fit for me, yeah, soI'd rather leave and find
something that's better fit forme than to stay in an
environment and know that thisis not a fit for me.
(26:09):
So if you're going to tell methat I'm going to be below,
we're going to have to have adiscussion and you're going to
have.
Speaker 1 (26:14):
No, it's not going to be a discussion, it's going to
be a debate, a debate.
Speaker 2 (26:19):
Um, I need to grieve this we're going to have to have
a discussion, slash, debate,and you're not going to be able
to tell me that.
You're going to have to be ableto put that and paint that
picture in black and white.
What did I not meet, what weremy goals?
And you're going to have toshow where I did not meet those
goals because now I have youcoached me before on it.
Have you coached me right?
If have you, am I aware that'sone of the biggest issues with a
(26:41):
lot of leaders.
They'll come and tell you whatyou've been doing wrong for a
whole year, but you've neverbrought that to my attention.
Speaker 1 (26:47):
I think I'm walking around operating in excellence
right, and you know what a lotof employees come to HR and
complain about that.
Yeah, but if I be, there's nota lot HR can do about that,
right?
Speaker 2 (26:59):
Just being transparent, there's not a lot
we can do Well there is a lot,but there's not a lot that they
allow us to do.
There's a lot that can be donebecause honestly, if you're
telling someone that they havenot been operating at a
performance level in their rolefor an entire year, if you're
(27:19):
their leader, then you have notbeen operating at a performance
level in your role, because it'syour job to coach and counsel.
So if Prince has been doing hisjob, thinking he's doing a great
job, but he has not beenperforming at the level that he
should be performing at, it isyour job as his leader to go to
him and say hey, let's talk,let's run through some things.
These are the things thatyou're doing great.
Here's some of the things thatyou're not doing so great.
(27:39):
So how can we get you to apoint?
Are there some things that youneed?
Are there some tools that I canprovide?
Is there some counseling that Ican provide to help you get to
where we need you to be?
But if you, as a leader, havenever taken the opportunity to
go with him, go meet with him,show him where he's not
(28:00):
performing and then offersuggestions, offer to help him
counseling, ask him if there'ssomething that he needs to get
to that level, then you have notperformed at the level that you
should be performing at.
Because it's your job to leadhim, it's your job to counsel
him, it's your job to make surethat he's performing at a
performance or above performancelevel.
So, as a leader, or even as anemployee, it's not 100% his
(28:22):
fault if he's not performingwell, if he's never been told
that he's not performing well.
And it's not right if you wouldwait until performance reviews
to throw that on him and try toyou know, ding him for that.
Speaker 1 (28:32):
Yeah, but that's why continuous feedback is important
.
Speaker 2 (28:34):
Yeah.
Speaker 1 (28:35):
And especially if you're a leader, document it
right.
Speaker 2 (28:38):
Yeah.
Speaker 1 (28:38):
And make sure that you have something documented.
We got one more, and I thinkyou like this one too Mario
Vacation time or unlimited PTO.
Speaker 2 (28:48):
Oh, so vacation I don't.
So we walk a tightrope, a wholetightrope with this vacation
time and PTO, because paid timeoff, right?
Yeah, well, same thing paidtime off Same.
Thing basically so if you'regoing to ask me vacation time or
unlimited PTO, I'm going to gowith unlimited PTO.
Speaker 1 (29:10):
Okay.
Speaker 2 (29:10):
Because PTO is paid time off, no matter what kind of
paid time that is, and if it'sunlimited, I'm all for it.
I'm all for it.
Now, one thing about me thatyou'll learn, and most of my
leaders will tell you this evenwhen I'm off work a lot of time,
I'm still working.
That's true.
I just came from a cruise.
Speaker 1 (29:29):
You a workaholic.
Speaker 2 (29:30):
I just came from a beautiful cruise.
This is probably the firstcruise or first time that I've
been off and taken more thanfour or five days at one time
off where I literally basicallydid not work.
I worked just a little bit as Iwas entering Mexico, getting
off of my cruise, getting readyto go through the checkpoint and
(29:51):
security.
I had a meeting to take placeyou know, and so I jumped on
really quick and jump right off.
But it's not very often that Itake any kind of vacation or pto
where I'm not working at all.
Um, this was probably the tripthat I did the least amount of
work and I'm happy that I did um.
(30:13):
But unlimited pto is a go forme, because that means it's
unlimited and you can take itwhenever you know what I like I
hadn't.
Speaker 1 (30:21):
I have not worked for a company that says, hey, we
offer unlimited PTO, you won'tfind one.
I just wonder, like, what arethe stipulations to that?
I really feel that thosecompanies who say unlimited PTO,
that they really are going towork, you, you know, throughout
the year and maybe that's justin my head, but that's just what
(30:42):
I think.
Speaker 2 (30:43):
Have you found a company?
Speaker 1 (30:44):
that offers unlimited PTA?
No, I haven't.
I have not found one yet.
I'm looking for you.
No, I'm just joking.
Speaker 2 (30:52):
Look, call us 901.
That's funny.
Inbox me.
Put that plug in there, butthey say, hit me when it goes
down in the DMs, dm me.
And it does not have to betransparent.
Speaker 1 (31:04):
HR, but this is what I want to say.
He might try to take my job DMme no, but this is what I want
to say.
If you work for a company thatoffers just regular accruals, I
would say I would say take yourPTO.
A lot of employees don'trealize this, but PTO is a
(31:25):
benefit that the company offers.
That was one way to retainpeople when they started doing
PTO.
And so PTO is not guaranteed.
No Right, it's a benefit, it'sa benefit, and you have to just
being transparent.
You have to look at it that way, and so I really I advise
(31:47):
people if you have pto, use it,right.
Um, now there's, there are somecompanies now where they say use
it or lose it yeah and thereare still companies that are uh,
like, if you leave theorganization, uh, they'll pay
you out of PTO payout, butthat's not edged in stone for
our companies.
That's true, you have to lookat the policy, yeah Right.
(32:10):
So I'm really advising everyonelook at your policy as it
relates to vacation time or PTO,see if it's a use it or lose it
, or see if it's unlimited.
Speaker 2 (32:22):
Right.
And let me know I might need tocheck on that.
It may be not.
I know mine is not.
Speaker 1 (32:27):
But yeah, but I think about that all the time.
But if I could work for acompany that have unlimited, hey
, I want to really see what thatis.
Because my question is likeokay, what do you do if an
employee is abusing it?
You know they, let's just saywhat is considered abuse Right,
but how is it defined in thepolicy?
(32:49):
That's what I'm saying.
What?
Speaker 2 (32:49):
is considered abuse.
How can you abuse unlimited PTO?
Speaker 1 (32:53):
It says unlimited.
I don't understand that, though.
Speaker 2 (32:55):
Because even when you asked me the question, right so
, you said vacation time.
So that's very broad.
What about vacation time?
Like what about?
Speaker 1 (33:03):
it.
Speaker 2 (33:03):
Regular accrual rates .
Speaker 1 (33:05):
What's regular accrual rates?
Speaker 2 (33:07):
Because I know some companies that barely give you
any vacation and wonder whyeverybody's always sick.
No, I'm just joking, no, butseriously, vacation time Like
what is regular vacation time?
Like what is regular vacationtime?
Because, honestly, for mostpeople, especially like for me,
I operate where I'm working allthe time, even when.
Speaker 1 (33:28):
I'm not supposed to be working.
Speaker 2 (33:37):
Hey, I have my laptop in my book bag right now, so
I'm always, you know, trying tostay ahead because I don't like
to get overwhelmed.
So unlimited PTO I have notfound that anywhere I'm looking
for you.
Listen to me, zoom in.
I am looking for you onunlimited PTO, unlimited PTO
with good pay.
Speaker 1 (33:52):
No no.
Speaker 2 (33:53):
But seriously, I would love to have that, I would
love to have that benefit, butit is a benefit and really
quickly, for people that aregoing into a job.
Understand and know yourpolicies wrapped around that,
because some jobs will not payyou out when you leave.
That's true.
Yeah, some jobs will not payyou out when you leave.
So, as he stated, utilize andyou need to utilize your
(34:14):
vacation time.
Don't overutilize it.
I know jobs that allow you togo into the negative and
continue to build in thenegative.
Yes, oh wow that Jobs thatallow you to go into the
negative and continue to buildin the negative.
Speaker 1 (34:24):
Yes, oh, wow, that's a whole nother story and a whole
nother topic.
Well, look, we want to knowyour answers as it relates to
some of these that we just wentover, so comment on them.
Send us a message DM.
If you're listening on TikTok.
Speaker 2 (34:35):
It goes down in the DM.
Speaker 1 (34:38):
Or you know we want to hear from y'all Like we
really do, or you know we wantto hear from y'all Like we
really do.
If you're listening to thepodcast, there's an option that
says text us.
So you can text us as well.
Text him, we'll both get it.
But yeah, it's a thing in thedescription.
If you're listening to thepodcast on Apple or Spotify or
(35:00):
something like that Okay, yeah,it says send us a text.
Yeah, they won't text that.
Okay, yeah, just send us a text.
Yeah, they won't text ourpersonal numbers, but we want
your feedback, y'all.
Speaker 2 (35:07):
We want the engagement 2025, we want way
more engagement.
We want to hear real topics andwe do understand I want to say
this really quick we dounderstand that a lot of people
are concerned about askingcertain questions and bringing
up certain topics because oftheir jobs.
So, if you again utilize the DMtext, we won't release any
(35:30):
names or anything like that.
If you just want toholistically, you know, reach
out about certain topics orcertain questions, we want to be
able to provide thatinformation or even talk about
it in the podcast.
Speaker 1 (35:37):
So let's talk about exciting news for 2025 for the
podcast, as we we you know, thisis episode 10 and we're
celebrating this milestonemoment, uh again, because a lot
of podcasters who startpodcasting they don't make it to
episode 10 go 10, um, and sothis is a really exciting moment
for us, uh, with thetransparent hr podcast.
(35:59):
So we got some news for youtoday.
Another exciting news that Ihave for y'all, and the reason
why you see Mario again, isbecause he is going to be our
co-host for the Transparent HRpodcast.
So I want to say officiallywelcome to the podcast, mario.
(36:20):
As a co-host.
He's going to be leading someof his own episodes, you know,
look, he came back from vacationand I'm going to go to vacation
.
Thank, you.
So he's going to be doing somethings, leading his own episodes
.
We're going to continue tocollaborate with each other and,
believe it or not, you know, awhile ago we we had we was
(36:43):
having a conversation abouthelping people in their careers
Right, and speeding up to 2024,2025, I never thought like we'll
be here doing a podcasttogether.
So thank you for this journeywith us, but tell us, is there
anything about you that you wantthe people to know?
Well, yeah, well, first, thankyou, thank.
You want the people to know.
Speaker 2 (37:02):
Well, yeah Well, first, thank you, thank you.
Speaker 1 (37:05):
They like me.
Speaker 2 (37:06):
They brought me back.
I'm here to stay as the co-host, so thank you again for adding
me to the team.
Holistically full, holistically360, where it started to where
we are now.
I was around when he firstmentioned that he wanted to
(37:27):
start this podcast.
He's like I think I want tostart a podcast and I was just
kind of like, well, go for it.
I mean, I feel like he can dowhatever he set his mind to.
He's very, very ambitious, he'sa go-getter and I'm really
excited to have had that firstconversation where you first
came up with the idea that youwanted to do a podcast, to
(37:47):
actually be sitting here onepisode 10.
Speaker 1 (37:48):
Yeah.
Speaker 2 (37:49):
And to actually be a part.
I really just wanted to be inthe background and support him.
However, he needed that supportto make sure that he's
successful with this.
He has already been successfuland it's going to grow.
Speaker 1 (38:01):
I see it growing.
Speaker 2 (38:03):
I'm super excited about and it's going to grow.
I see it growing.
I'm super excited about whereit's going.
I'm super excited to be a part.
As for me, what's going on withme right now?
I am still working in the HRfield.
I still love HR.
It's still my profession.
This is going to be added ontoit because this is another facet
that's attached to HR to beable to talk about, another
facet that's attached to HR tobe able to talk about, to be
(38:26):
able to discuss, recommend,taking feedback from other
people about the profession thatI so love and have been a part
of for more than 20 years.
I am still operating in manyroles.
Just opened in November, alongwith my business partner, sophia
Noble Starts, we just opened aweight loss, wellness and
aesthetics clinic in Bartlett,tennessee.
(38:49):
Please come out and see us.
2855 Stage Village Cove.
Speaker 1 (38:54):
Suite 5.
You know I'm going to have tocome.
Please come and see us.
Can you see this?
Good, I'm losing some weightthis year, that's winter, winter
loving that's all it is.
Look them them chocolate chipcookies.
That's all.
Speaker 2 (39:09):
That's all he ate santa's.
He ate santa's cookies and he'spaying for what you cannot eat
santa's cookies.
No but no.
We just opened up a clinic.
Um, I think we're on ourseventh week.
It it's going very well.
Speaker 1 (39:22):
That's awesome.
Speaker 2 (39:25):
We offer a lot of different services and we have
so many great things that we aregoing to add to those services,
so please stay tuned about thatas well.
It's Genesis Weight Loss,wellness and Aesthetics LLC, so
that's going really well.
Still got everything going withthe photo booths and the 360
booths.
You a busy man.
Yeah, I work in conjunction withMHJ Agency, as well as Iconic
(39:49):
Spins with Corey Owens Jr.
We partner with that.
We've got some stuff that'sgoing to be popping up in a few
months, hopefully a location.
So you know, keep praying forus.
Speaker 1 (39:59):
Keep praying.
Speaker 2 (40:01):
So that's some things that I'm working on and again
looking forward to operatingwithin the role of co-host here
at Transparent HR.
Speaker 1 (40:10):
Not only with your expertise, but even just a sense
of humor that, you add, I thinkis going to be really great for
the podcast Right so?
You know, just a fun,lighthearted discussion.
The podcast right so, you know,just the fun, lighthearted
discussions.
And as we continue to grow withthe podcast, you're going to
hear a lot more from Mario Hunt.
All right, so we have someother new additional news that
(40:34):
we want to share.
We're changing things up thisseason.
So, in addition to our mainepisodes, where we dive deep
into important topics like theones that we've had before, is
HR your Friend.
You know.
Those episodes are here to helpyou navigate your career and
workplace, and so we'reintroducing new bonus episodes.
(40:59):
Episodes First we have careerchats, bite-sized inspirations,
and these are quick episodes tobring you motivational quotes,
actionable tips and relatableinsights to fuel your career
journey.
So I'm really excited about that, because we already do that on
the episodes, but what we'regoing to do is take it out so we
(41:20):
can get into the maindiscussion and let it be its own
thing, and I think this is alsogoing to allow us to bring on
more guests to the show, uh, whoreally have some great
experience into, you know, justcareer and and and even just
some good uh, career topics aswell.
Uh, next we have I think I'mgonna let you share this one-
(41:44):
Okay, Next, we're introducing HRInbox your questions, our
insights.
Speaker 2 (41:51):
This is where you, our amazing listeners get
involved.
So we'd like for you to sendyour workplace scenarios, career
questions and or challenges andwe'll address them right here
on the show.
So, basically, we're opening upthe floor to you.
Send us some scenarios, Send ussome of the things that you've
experienced, any questions thatyou have and, again, as I stated
earlier, we don't have torelease your name, your
(42:14):
information, because we dounderstand that.
We've had feedback that somepeople have a lot of questions
and things that they'd like toaddress.
However, they're concernedabout their jobs.
They're concerned about if it'sagainst their policies.
Speaker 1 (42:26):
So you can send that information directly to us.
Speaker 2 (42:29):
Yeah, we won't call out any names if you don't want
us to Now, if you want us to,give you a shout out.
Speaker 1 (42:33):
send us your name, we will shout you out.
Speaker 2 (42:36):
But if you don't just send us those scenarios, we
need that feedback from you.
We want the feedback.
It helps us to produce theinformation that our viewers
want to discuss, want to talkabout the topics that you guys
want us to talk about andcommunicate about.
So send that information to us.
Use our HR inbox.
(42:57):
Send your questions, scenarios,hey, challenges or anything
that you'd like for us todiscuss on the show.
And we'll talk about it, notsaying that we will, yeah, but
we'll talk about it If it'ssomething that we feel like
would be educational, orsomething that we can provide
back to assist you all with yourdaily walks within your jobs or
(43:18):
just working with your HR team.
Speaker 1 (43:20):
Yeah.
So these bonus episodes aredesigned to give you practical
advice in small, actionabledoses.
So stay tuned, keep listeningand don't forget to send in your
questions for HR Inbox.
We can't wait to hear from you.
All right, so to wrap up thisawesome episode, we want to
(43:42):
provide an encouraging Bibleverse for you that are listening
today.
We're coming from Philippians 4and 13.
You know it, Mario?
It says I can do all thingsthrough Christ, which
strengthens me.
So, basically, whatever you aregoing through, you may be going
through some challengingmoments in your career, or even
in just life, and you're tryingto figure out how am I going to
(44:05):
get through this?
Look, I want you to look at itfrom this perspective.
If you are going throughsomething and it's teaching you
you know how to live better, orteaching you you know how to get
through some challengingmoments, Look at that because
you are going to be a testamentand you'll be able to provide
your testimony to others who mayhave to go through that same
(44:27):
situation.
So, stay steadfast, believethat God, he's with you and he's
going to get you through thisseason that you're in.
So just know that you can doall things through Christ, which
gives you strength.
You got any commentary on that?
Speaker 2 (44:45):
No, I was just going to say absolutely, you can get
through it.
Speaker 1 (44:49):
Absolutely, absolutely.
You can get through it.
Speaker 2 (44:51):
You can get through it.
And again, as he stated, youknow if you're going through
something, there's somethingthat you got to get out of it.
You don't go through it to notget something out of going
through that.
So, in this period of life, ifyou are experiencing something
where you're going throughsomething, whether it be
professional wise or it just bein your life period, don't focus
(45:11):
so much on the going throughpart and the things that may be
hurting you, the things that mayseem uncomfortable, that may be
challenging, but put more focuson what do I need to learn from
this, what can I take andutilize for this or what am I
experiencing to be a testimonyfor someone else and help them
(45:31):
get through.
There is a reason that you'regoing through what you're going
through, but remember troubledoes not.
Trouble do not last always andit is temporary.
This is temporary and that thisis really an experience for you
to gain something for eitheryou or someone else.
Speaker 1 (45:44):
Yeah, so thank you so much, man you, you wrap that in
a bow really nicely.
So that's it for episode 10.
Y'all tune in, keep in withwhat we are doing.
Again, a big thank you to Mario.
Thank you for being on the showand being our new co-host.
Speaker 2 (46:03):
I'm here, I'm here to stay.
Speaker 1 (46:05):
So, to recap, you know we talked a lot about
workplace dilemmas.
We announced some new thingsthat we're doing with these
exciting bonus episodes, so juststay tuned in tune with that,
with what we are doing.
We also had a lot of fun, uh,today, uh, but we want to hear
(46:27):
from y'all.
We want y'all to send in thosequestions.
That's going to make it keep onrolling right.
Make sure you subscribe to thepodcast, leave a review, follow
us on social media.
We're on tiktok, even though,even though I think TikTok is
going away yeah, I believe so.
But hey, they created somethingelse for TikTok, but we'll see
(46:48):
what that looks like right.
But stay tuned, listen in towhat we got going on and we look
forward to seeing you on theother side.
Thank you.
Hey and welcome back to the Transparent HR podcast,
where we aim to empowerindividuals with transparent HR
insights, fostering careeropportunities and navigating
workplace success for all.
It's your host, prince Tate,and you are listening to the
10th episode.
This is a very specialmilestone and a very special
(00:24):
episode that you are listeningto today.
Not only that, we've made it to2025.
So happy New Year's to you, andI just want to say thank you
all for listening to theTransparent HR podcast, for
supporting us in year 2024.
It has been an awesome journey,whether you're listening from
(00:46):
Memphis, tennessee in the UnitedStates, or across the world,
mario, welcome to the podcast,man.
Speaker 2 (01:16):
Thank you for having me.
I'm so excited to be back.
I can't wait to get thingskicked off for 2025.
Speaker 1 (01:22):
I've been waiting for this moment, wait to get things
kicked off for 2025.
I've been waiting for thismoment, absolutely.
Look, I want y'all to hold onto your seats because we have
some exciting news towards theend of the podcast, so stay
tuned in.
But we're going to go and thisis going to be a really fun
episode.
We're talking about workplacedilemmas and we have a few
examples that we're going to goover, and we're just going to
(01:43):
have fun and talk about them,right?
So we have HR dilemmas not HRdilemmas, but workplace dilemmas
, workplace dilemmas and we'reboth HR professionals, and so
we're going to give you our takeon it.
So, mario, I'll let you gofirst with the first one we got.
Speaker 2 (02:02):
OK, so we're going to talk about workplace dilemmas,
workplace dilemmas and, as hestated, we're both HR
professionals.
So sometimes we have to dig andbroaden our minds to think
outside of HR.
That's true, and sometimes it'sa little bit easier because we
work with people every day.
So let's talk about thosedilemmas, so workplace dilemmas.
(02:22):
So let's have a little fun withthat.
I want to ask you one, and youtell me which one you prefer.
Speaker 1 (02:28):
I got you.
Speaker 2 (02:28):
And then give me a little bit of insight on why you
prefer that one.
Okay, I got you Micromanagingor laissez-faire.
Speaker 1 (02:36):
Man, that's interesting.
You know, everyone hates amicromanager.
So of course I do not want toselect that one, course I do not
want to select that one.
You know, when I think aboutthis, you know, I would say, you
know, I would probably neverwant to work for a micromanager.
I mean, that's just it.
I wouldn't either.
I mean, you know micromanagers,they're always on your back
(02:59):
trying to.
You know, see what you're doing.
My thing is either you're goingto trust me to do the job or
not.
Either you're going to trust meto do the job or not.
And you know, there's adifference between me knowing
the job versus me not knowingthe job.
If I'm experienced in this roleand I'm doing certain things
and I'm experiencing and whatI'm doing, just trust me to do
the job.
And if you don't trust me to dothe job, just let me know.
Speaker 2 (03:23):
That's my whole take on micromanaging.
So if you hired me for the job,just let me know.
That's my whole take onmicromanaging.
So if you hired me for the role, basically you're stating that
you feel like I'm qualified forthe job that.
I can do it, allow me to do it.
Now, the thing with, let's say,fair is for me is it's kind of
a borderline situation for metoo, because there has to be
some structure.
Speaker 1 (03:41):
It's okay to give people the free will to do their
job.
Speaker 2 (03:45):
You shouldn't have to watch over them and actually
dictate their every move.
But sometimes, when you givetoo much room for people to do
things the way that they want to, it can get out of control.
So how do you feel?
Speaker 1 (03:56):
about that.
Yeah, I do like that one better.
But my thing is, if you're agreat leader, you're going to
check in on your staff anyways.
Right, you're going to.
Even if you're not therephysically, you're going to send
a text, right.
And so I think it's reallyimportant that while you, while
I do prefer flexibility and kindof doing things on my own, I
(04:20):
still want to feel supported,knowing that my leader is there,
even if I don't really needthem, right, Right, so you know,
I appreciate that one much moreyeah, and again I agree 100
percent, because I cannot do themicromanaging thing.
Allow me to come in, do my joband I think, if, if you felt
like I, was qualified for thejob.
Speaker 2 (04:38):
you would be OK with allowing me to do that If you
felt like I was qualified forthe job you would be okay with
allowing me to do that,Especially sometimes when you
first come in.
They want to make sure thatyou're trained and that you know
their way, the way that theywant that job and the direction.
You may have the skill set, youmay have the experience, but
every institute is different,every department and every
(04:59):
department leader is different.
So sometimes you have to come inand you may have to go through
that small period of time whichsome may consider a probationary
period and then some don't.
It's just kind of coming in andlearning the ways of this, this
um, this department, thisInstitute.
But once you've gotten, youknow, gotten past that part,
then there's no, no reason why Ishould be hired or you should
(05:20):
be hired in a role, and thenthat person has just constant
micromanagement involved Do ityourself.
Is that how I would see it?
If you're going to do it anyway, and tell me exactly how to do
it, why do you need me.
Speaker 1 (05:31):
Let me ask you this have you had a micromanager
before?
Speaker 2 (05:36):
Oh, my God, I have Didn't work very long.
It did not work very longbecause, you know, I am a true
believer in making sure youselect someone that can do that
job.
If you're going to work, if I'mgoing to be your leader, I want
you to be able to come in.
I'm your support person.
I'm the person that you come toif you have some questions and
(05:56):
maybe you need to synergize,energize or bounce things off,
but at the end of the day, Ineed for you to be able to make
those decisions and operatewithin that role holistically,
not me.
I shouldn't have to do that jobfor you.
You should be able to do thatjob.
So for me, working for someonethat is going to come in and
(06:16):
dictate everything that I do,try to tell me how to do the job
, when to do it, make thedecisions for me, I would
basically feel as if you don'tneed me because you could just
do it yourself.
So, no, I have had amicromanager that is a
micromanager or a leader that isa micromanager.
It did not work for me.
(06:36):
So happy to not be in anenvironment like that now.
We'll never be able to or we'llnever work in an environment
like that.
That just does not work for me,for me that is what creates a
toxic work environment.
Yeah.
Speaker 1 (06:50):
You know if they're asking.
One time I had this leader.
They asked me hey, did yourecruit these roles today?
You know what's your updates?
I gave them all the updatesthat I had made sure that that
day I went in to have theinformation for that leader
Because I just knew they wasgoing to ask, right, yeah, and
for that department leader thatI was supporting.
(07:12):
I just so happened to see himthat day and he asked me.
He said, hey, your leader wasasking did you get any updates
from Daniel?
And he was like, of course hegives me updates every day.
And he was like it's just weird, let me show you this email.
And he showed me the email that, uh, she had sent him, wow.
(07:35):
And at that moment I was like Iknow where I'm, I know where I
stand and I, you know, found meanother job because I'm I'm not
finna play with, I'm not finnaplay with stand.
And you know, I found meanother job because I'm not
going to play with you and Idon't want you playing with me.
You know, I just gave you theinformation.
Speaker 2 (07:52):
Well, I'm in a place in life now before I knew what I
know now.
I'm in a place where I will notwork in an environment that is
a toxic environment.
I will not work for a companyor leaders where I have to come
in.
I'm uncomfortable, that's true.
(08:12):
I'm unhappy.
I can't operate within my freewill of being who I am.
You can't do your best or giveyour best if you're inside your
head all the time, if you'reworried about things taking
place, what they're going to say, what they're going to do.
Are you in an environment whereyou feel like your leaders or
the people that you're workingwith are working against you?
(08:33):
I won't work in an environmentlike that.
It's not worth it.
No matter how much they pay you.
You can't pay me enough to bestressed out to feel
uncomfortable when I walk in aplace to have to sit in a car
before I walk in and start myday and pray every day.
Speaker 1 (08:51):
How many people do that?
It's okay to pray.
It's okay to pray.
Hey, we want you to pray.
It's okay to pray.
Speaker 2 (08:56):
But not pray because you know you're walking in an
environment where you feel likepeople are working against you,
feel like people are workingagainst you.
You're walking in anenvironment where you feel like
you're stressed, that it's notworking for you, that you're
unhappy in that environment orthat you're dealing with a
leader or an environment that istoxic.
That type of prayer I believein praying every day.
(09:19):
But if I have to, sit in my carand pray five minutes, up until
the very minute that I need towalk in the door, because I hate
where I am, because of how itmakes me feel that's not where
you should be and for anyonethat's in that environment right
now, continue to pray.
Continue to pray, but at thesame time, do the work.
Faith without works is dead.
(09:40):
Look, pray, you know, believewholeheartedly that there is
something out there for you thatis for you, but do the work.
You've got all of these jobboards, you've got LinkedIn and
always, always, always, as Ialways state, never stop
networking, never stop, you know, building relationships,
(10:00):
meeting people in your industry,in your profession, because,
yeah, a job or it will help you.
But most times, if you've builta large network of people that
are within your profession, thatknow you, they know your work,
they know your personality, alot of times it's just basically
informing them or reaching outand say, hey, daniel, I'm
(10:23):
looking for another opportunity.
This one is not working for me,man, this is the type of
opportunity I'm looking for.
Are you aware of anyopportunities?
Are you aware of someone thatyou may know that has an
opportunity similar to that?
And, a lot of times, justopening your mouth and speaking
and networking or being involvedin some of these events that
Daniel's always speaking at, mrSherm, look, go to those events,
(10:47):
network, meet people and, again, pray, but don't sit in an
environment where you're unhappyand you're being mistreated or
neglected because you can't giveyour best.
If you're not at your best, no,that's true.
Speaker 1 (11:01):
No, you're absolutely right, mario, but let's go to
the next one.
Okay, I think you like this one, so do you prefer remote work?
Speaker 2 (11:11):
or office life.
Oh, I love this one.
I love this one.
This is one of my favorites.
I love, love, love remote workHold on, give me that tune again
.
Love, love, love remote work.
Hold on, give me that tuneagain.
Love, love, love Remote work.
I could sing it all day longand I don't need no background.
(11:32):
This is a solo.
Tune me up.
No, seriously, I love remotework.
Why Tell?
Speaker 1 (11:39):
us why.
Speaker 2 (11:40):
Why Remote work is flexibility.
I am Mr Flexibility, if youknow me, I do a million things.
Yeah, I like to have my handsin a million things.
Um, I often complain, sometimesbecause I'm tired, but if I'm
not tired then I don't feel likeI'm doing anything
accomplishing stuff I love to.
I love to do multiple things atone once, and being remote
(12:03):
allows you to do that, allowsyou, yeah, being locked in an
office.
I'm kind of, I almost feel likewhat's generation?
What's before Generation Z,because Z is a little bit, you
know, baby boomer.
No before Z, because I am babyboomers are way before.
I'm a millennial.
What's after millennial?
Oh wait.
Speaker 1 (12:27):
It's boom, remember I'm a millennial.
Speaker 2 (12:28):
what's before, what's after millennium?
Oh wait, I is boomer.
Then it's x, then it's z I meanmillennials, then it's
millennials, then is I thinkwe're at it, I don't think, I
don't know.
Okay, well, I am a millennial,but I think there's one in
between millennial and z.
What's generation after?
You know millennial you'retalking about after millennial,
yeah, what comes aftermillennial?
Oh, gen Z, is it Z?
Yeah, okay, I probably shouldhave been Z.
I love remote.
(12:49):
I'm a millennial, but I loveremote work.
I love remote work.
I love to be able to have thatflexibility to say, okay, this
is my day, this is what it'spainted out for, knock this out
right now.
Then I might take a break and Imight do this.
I might knock this out and letme tell you working from your
home.
Oh, my God, perfect for me.
I can go ahead, knock out mycalls or do whatever I got to do
(13:12):
.
Have a couple meetings, stepaway, go wash my clothes, do
this, get a drink of coffee ortea, jump back in, knock this
out.
Being able to do multiple thingsat once is everything to me,
and I feel like I'm moreproductive because I don't mind
doing it.
I work all day and all night,which I don't think.
A lot of people say that thatis not, that's not good, it's
(13:32):
not healthy.
But for me, I love to.
If I'm watching TV and I'mwatching something and I think,
oh, I forgot about so and so, ok, let me pause this, knock it
out, jump in, knock it back,back out, so you work all day.
Most people who love remoteworking that are good at what
they do.
The institute gets way, waymore out of those persons to me,
because you don't have a real,you don't have a cutoff which
(13:54):
you need a cutoff here and there.
But for me, I love to be ableto jump in at night and say, oh,
let me do this right now beforeI go to sleep, so that I won't
have to worry about it tomorrowand I can check this off my list
now because it's somethingquick, it's quiet right now,
nobody's bothering me, it cutsout all that.
What do they call it?
Water cooler talk, yeah, yeah.
Speaker 1 (14:14):
The water cooler.
Talk Water cooler talk.
Speaker 2 (14:16):
You know, when you're at work you get locked in that
office or in that space and thenyou got to walk around face and
then you got to walk around.
You just got to.
You know, get your mind right,you know, synergize sometimes
that you might walk.
I might walk over and talk toyou, you know, just like right
now, if I walk over and talk todaniel, that could be five
minutes or it could be 30 oreven an hour.
Yes, but when you're at homeyou can work around there, or
(14:37):
when you're in an environmentthat's remotely, you can sit it
however you want, and I am wayway more productive.
So it's going to always beremote work over office life for
me no, no, I understand, youknow everybody has their
preferences, right?
Speaker 1 (14:50):
um, if there would, if there's a hybrid option.
I love hybrid because you knowI'm an extrovert and I love
being in people's faces.
Yeah, true, you ain't got tosay it like that, I'm just
saying.
But I like the hybrid optionbecause just because you're an
extrovert doesn't mean you wantto be in somebody's face 100% of
(15:13):
the time, right?
There's some moments where youwant to just relax, right, and
not have to be all out in theopen, and so that hybrid
flexibility schedule gives methe option to when I want to be
seen, I could be seen, but atthe same time, when I want to,
you know, be at home or remote,I can be remote and be flexible
(15:36):
and, like you said, get stuffdone.
You know, now I will say this,if I'm just being transparent,
this is the Transparent HRpodcast.
Please be transparent.
Working in the office, I feellike I waste so much time, right
From having to travel to there,having to, you know, get
settled and then, once I getsettled, get some work done.
(15:59):
Then again, you talk about thewater cooler, talk right, the
good mornings and theconversations, and then some
people you don't even want toengage with, some people you do.
And then lunchtime and you know,it's just you, you, you waste
so much time right but a lot ofcompanies argue that, well,
(16:21):
remote work really interfereswith culture, and I think that
workplace or not workplace, butremote settings is a little bit
more challenging.
But you just got to be a littlebit more creative, right, when
you talk about workplace culture.
But honestly, if it was me, Iwould love to just have a hybrid
(16:45):
work schedule.
Speaker 2 (16:46):
I like hybrid.
I like hybrid and actually Iwork in a hybrid role,
transitioning from it being aoffice life position, and my
leader at that time, when wewere preparing to go into the
transition to hybrid instead ofoffice life, she was against it
completely.
(17:07):
What I found out is when you alot of leaders that are in
traditional or have worked intraditional pretty much all of
their experience.
They don't like change, andsometimes it's not about whether
it works or not, it's just thatthey don't like change.
This is what they're used to.
Then you have those leadersthat they don't really trust
(17:30):
their team.
Speaker 1 (17:32):
Why hire?
Someone that you can't trust todo the job that you hired them
to do.
Speaker 2 (17:37):
Again, it goes back to what we just talked about
with micromanaging.
If I hired you to do the job, Itrust that you can do it.
I don't care where you do it,as long as the job's getting
done.
I don't care where you do it,being able to trust the people
that you put in those roles thatprofessional that they're going
to do their job and thatthey're qualified and that they
(18:00):
can do the job.
I think that plays a lot in it.
Also, the traditionalist thosepeople who are traditional
dealing with change they wantyou to come in and be prepared
for the changes that they have,but they're not prepared for
change or they're not okay withchange.
I think it's holistically.
It goes in a 360 circle.
(18:21):
Yeah, you want us to beflexible and prepare for
whatever changes that you bringwith us within our role, but you
have to be flexible as well.
As a leader, even iftraditionally, this is what you
have been used to, it's okay totry something different and if
you have hired the rightprofessionals, they're going to
do what they need to do to makesure that their job is done.
So, for me, hybrid works and,as I stated, that leader that I
(18:47):
worked with that had only beenin traditional.
When we went hybrid, she wascompletely against it A little
bit.
We tracked our metrics.
About two months into it, shesat down with our team and she
was like, hey, honestly, when wefirst went into this.
I was completely against it andshe verbalized it.
She did not hold it back.
She told us I don't like thischange, but this is the way that
it's changing.
She didn't have a choice and Ilove the way that it's working
(19:16):
for our team, because you allare producing much better than
you were when we were in theoffice every day.
So the metrics and the numberschanged her as well, as she
trusted her team to do and tocontinue to be as productive and
to do the job that we did whenwe were in the office.
And we did and we excelled andbecame better.
(19:38):
So it opened her eyes and shedidn't want to go back to the
traditional office setting andyou know, remote setting.
Speaker 1 (19:44):
I definitely believe like I work a little harder,
yeah, and I definitely get muchmore work done in a remote
setting.
So what's the next one you got?
Speaker 2 (19:52):
for us.
So for me, I'm going to runthis one to you, and I'm glad
it's on you and not me.
Speaker 1 (19:59):
Today's episode is brought to you by Halo Vision
Media, a visual media agencybased in Memphis, tennessee.
Halo Vision Media specializesin high quality content designed
(20:20):
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Speaker 2 (20:38):
So if you had to choose performance reviews or
continuous feedback, which onewould you?
Speaker 1 (20:43):
choose and why I would say continuous feedback.
Ok, honestly, I don't reallybelieve in performance reviews,
just the process, I feel likefor employees it's it's not,
it's not that beneficial,because a lot of companies don't
do it the right way, right,like if they actually do it the
(21:04):
right way it would be good.
But I believe a lot of leadersdon't like doing performance
reviews.
I agree.
I believe that a lot ofperformance reviews um could be
biased.
And then two you know there's abudget that's set in front of
you, right, right, and soeverybody can't get exceeds
expectations, everybody can'tget meets expectations, and so a
(21:29):
lot of times leaders would haveto decipher who gets exceeds,
who gets meets and who getsneeds improvement.
And so I don't think thatannual performance reviews are
beneficial to team members.
And also I think that sometimesit depends on that timeframe of
the year, of the season thatyou're in.
(21:50):
If you're about to go intoperformance review season, you
need to be working hard, right,because, and then too, you don't
want to be in a place where youknow you, there's issues going
on with you and your leader, orthere's a challenge that
happened because that leader maybe biased, and put that in your
(22:12):
performance review whenmajority of the year, 10 months
out of the year, you was perfect, you was great, right.
But then that one month anissue came and now they're
putting that on your performancereview.
I don't think that's fair.
But I think continuous feedbackis really important.
It really helps employees andme as a worker to continue to
(22:36):
improve on my skills or whateverelse that I'm doing in that
specific job so I can do better,be better and to prepare me for
the next level.
So I prefer continuous feedback.
It's the way of the game.
I like feedback on set, youknow.
I like immediate feedback.
Speaker 2 (22:55):
I get you.
So for me, looking atperformance reviews versus
continuous feedback, I wouldprefer continuous feedback as
well.
I do agree with you withperformance reviews about them
being inconsistent.
Speaker 1 (23:10):
Yeah, it's inconsistent A lot of times it's
very inconsistent.
Speaker 2 (23:13):
A lot of times most leaders are rushed into doing it
because it's a part of theformat that we've got to do it
on this date.
They don't want to do half ofthem, so they rush through them.
And then the budget oh my God,the budget piece, the budget and
the metrics part.
We're going to go back tometrics again, because sometimes
metrics are needed and they areproductive, and sometimes those
(23:34):
metrics run us into a brickwall, and what I mean by that is
, from what I've seen duringperformance reviews, when they
have a budget and metricswrapped around.
Like you said, everybody can't,you know, exceed.
Everybody can't meet.
So it puts this, I guess, thestigma.
There's a stigma wrapped aroundit when it comes to the leaders
(23:56):
, that I've got to find a groupof people that are not going to
meet, that that I've got to finda group of people that are, or,
if so, I can only do so manywhen if I feel like my entire
team is performing above andbeyond and.
I can prove that and I can showit within.
The metrics, then why not?
Why can't I make everyone?
Speaker 1 (24:14):
you know, exceed, you're right.
Speaker 2 (24:15):
But that's not the way most institutes are set up
in my experience.
In my experience, you have oh,you can't make everybody meet,
or you can't make everybody meetor exceed.
Speaker 1 (24:27):
But a lot of employees don't see that part of
by-performance review.
But from an HR perspective wesee it because we have to have
some of those conversations withleaders, right?
Speaker 2 (24:37):
Yeah, and honestly, if I was to put my own opinion
around it, I don't think it'sfair.
Me personally.
I'm not saying that, everyonebelieves that, but I don't think
it's fair.
If my team is exceeding,showing in the metrics showing
in our performance.
Speaker 1 (24:52):
Why?
Speaker 2 (24:52):
do I have to go through and find people,
basically based off of thesemetrics that you've given me,
that are not meets, that are notexceeds.
And then I have to figure outand come up with a way to tell
them oh Prince, unfortunately Iwon't be able to give you
exceeds, well, why?
Well, you did X, y and Z, butyou did X, y and Z last period
(25:15):
too.
So you know you didn't doanything outside of that.
Well, is it?
Is it above and beyond what youdo within your job?
yes but you did it last lastperformance, so you didn't do
anything different.
Yeah, yeah, you still exceeded,right, right.
So that's that's the problemthat I run into that you can
still exceed, but not exceedbecause you did it last quarter.
You know, you did it lastreview and that's not.
You did it last review andthat's not, that's not, you know
(25:37):
if.
I'm keeping it real.
In my opinion, that's not fair,so I don't like that.
Speaker 1 (25:41):
Let me ask you this have you ever had a below
expectation rating For me, andhow did you take it?
Speaker 2 (25:48):
I had someone try to give me one.
It was not a below, you knowfor sure.
Like I'm not below, it was nota below, you know for sure, like
I'm not below, oh I know forsure I'm not below.
I'm not going to operate in anenvironment where I feel like
it's not fit for me, yeah, soI'd rather leave and find
something that's better fit forme than to stay in an
environment and know that thisis not a fit for me.
(26:09):
So if you're going to tell methat I'm going to be below,
we're going to have to have adiscussion and you're going to
have.
Speaker 1 (26:14):
No, it's not going to be a discussion, it's going to
be a debate, a debate.
Speaker 2 (26:19):
Um, I need to grieve this we're going to have to have
a discussion, slash, debate,and you're not going to be able
to tell me that.
You're going to have to be ableto put that and paint that
picture in black and white.
What did I not meet, what weremy goals?
And you're going to have toshow where I did not meet those
goals because now I have youcoached me before on it.
Have you coached me right?
If have you, am I aware that'sone of the biggest issues with a
(26:41):
lot of leaders.
They'll come and tell you whatyou've been doing wrong for a
whole year, but you've neverbrought that to my attention.
Speaker 1 (26:47):
I think I'm walking around operating in excellence
right, and you know what a lotof employees come to HR and
complain about that.
Yeah, but if I be, there's nota lot HR can do about that,
right?
Speaker 2 (26:59):
Just being transparent, there's not a lot
we can do Well there is a lot,but there's not a lot that they
allow us to do.
There's a lot that can be donebecause honestly, if you're
telling someone that they havenot been operating at a
performance level in their rolefor an entire year, if you're
(27:19):
their leader, then you have notbeen operating at a performance
level in your role, because it'syour job to coach and counsel.
So if Prince has been doing hisjob, thinking he's doing a great
job, but he has not beenperforming at the level that he
should be performing at, it isyour job as his leader to go to
him and say hey, let's talk,let's run through some things.
These are the things thatyou're doing great.
Here's some of the things thatyou're not doing so great.
(27:39):
So how can we get you to apoint?
Are there some things that youneed?
Are there some tools that I canprovide?
Is there some counseling that Ican provide to help you get to
where we need you to be?
But if you, as a leader, havenever taken the opportunity to
go with him, go meet with him,show him where he's not
(28:00):
performing and then offersuggestions, offer to help him
counseling, ask him if there'ssomething that he needs to get
to that level, then you have notperformed at the level that you
should be performing at.
Because it's your job to leadhim, it's your job to counsel
him, it's your job to make surethat he's performing at a
performance or above performancelevel.
So, as a leader, or even as anemployee, it's not 100% his
(28:22):
fault if he's not performingwell, if he's never been told
that he's not performing well.
And it's not right if you wouldwait until performance reviews
to throw that on him and try toyou know, ding him for that.
Speaker 1 (28:32):
Yeah, but that's why continuous feedback is important
.
Speaker 2 (28:34):
Yeah.
Speaker 1 (28:35):
And especially if you're a leader, document it
right.
Speaker 2 (28:38):
Yeah.
Speaker 1 (28:38):
And make sure that you have something documented.
We got one more, and I thinkyou like this one too Mario
Vacation time or unlimited PTO.
Speaker 2 (28:48):
Oh, so vacation I don't.
So we walk a tightrope, a wholetightrope with this vacation
time and PTO, because paid timeoff, right?
Yeah, well, same thing paidtime off Same.
Thing basically so if you'regoing to ask me vacation time or
unlimited PTO, I'm going to gowith unlimited PTO.
Speaker 1 (29:10):
Okay.
Speaker 2 (29:10):
Because PTO is paid time off, no matter what kind of
paid time that is, and if it'sunlimited, I'm all for it.
I'm all for it.
Now, one thing about me thatyou'll learn, and most of my
leaders will tell you this evenwhen I'm off work a lot of time,
I'm still working.
That's true.
I just came from a cruise.
Speaker 1 (29:29):
You a workaholic.
Speaker 2 (29:30):
I just came from a beautiful cruise.
This is probably the firstcruise or first time that I've
been off and taken more thanfour or five days at one time
off where I literally basicallydid not work.
I worked just a little bit as Iwas entering Mexico, getting
off of my cruise, getting readyto go through the checkpoint and
(29:51):
security.
I had a meeting to take placeyou know, and so I jumped on
really quick and jump right off.
But it's not very often that Itake any kind of vacation or pto
where I'm not working at all.
Um, this was probably the tripthat I did the least amount of
work and I'm happy that I did um.
(30:13):
But unlimited pto is a go forme, because that means it's
unlimited and you can take itwhenever you know what I like I
hadn't.
Speaker 1 (30:21):
I have not worked for a company that says, hey, we
offer unlimited PTO, you won'tfind one.
I just wonder, like, what arethe stipulations to that?
I really feel that thosecompanies who say unlimited PTO,
that they really are going towork, you, you know, throughout
the year and maybe that's justin my head, but that's just what
(30:42):
I think.
Speaker 2 (30:43):
Have you found a company?
Speaker 1 (30:44):
that offers unlimited PTA?
No, I haven't.
I have not found one yet.
I'm looking for you.
No, I'm just joking.
Speaker 2 (30:52):
Look, call us 901.
That's funny.
Inbox me.
Put that plug in there, butthey say, hit me when it goes
down in the DMs, dm me.
And it does not have to betransparent.
Speaker 1 (31:04):
HR, but this is what I want to say.
He might try to take my job DMme no, but this is what I want
to say.
If you work for a company thatoffers just regular accruals, I
would say I would say take yourPTO.
A lot of employees don'trealize this, but PTO is a
(31:25):
benefit that the company offers.
That was one way to retainpeople when they started doing
PTO.
And so PTO is not guaranteed.
No Right, it's a benefit, it'sa benefit, and you have to just
being transparent.
You have to look at it that way, and so I really I advise
(31:47):
people if you have pto, use it,right.
Um, now there's, there are somecompanies now where they say use
it or lose it yeah and thereare still companies that are uh,
like, if you leave theorganization, uh, they'll pay
you out of PTO payout, butthat's not edged in stone for
our companies.
That's true, you have to lookat the policy, yeah Right.
(32:10):
So I'm really advising everyonelook at your policy as it
relates to vacation time or PTO,see if it's a use it or lose it
, or see if it's unlimited.
Speaker 2 (32:22):
Right.
And let me know I might need tocheck on that.
It may be not.
I know mine is not.
Speaker 1 (32:27):
But yeah, but I think about that all the time.
But if I could work for acompany that have unlimited, hey
, I want to really see what thatis.
Because my question is likeokay, what do you do if an
employee is abusing it?
You know they, let's just saywhat is considered abuse Right,
but how is it defined in thepolicy?
(32:49):
That's what I'm saying.
What?
Speaker 2 (32:49):
is considered abuse.
How can you abuse unlimited PTO?
Speaker 1 (32:53):
It says unlimited.
I don't understand that, though.
Speaker 2 (32:55):
Because even when you asked me the question, right so
, you said vacation time.
So that's very broad.
What about vacation time?
Like what about?
Speaker 1 (33:03):
it.
Speaker 2 (33:03):
Regular accrual rates .
Speaker 1 (33:05):
What's regular accrual rates?
Speaker 2 (33:07):
Because I know some companies that barely give you
any vacation and wonder whyeverybody's always sick.
No, I'm just joking, no, butseriously, vacation time Like
what is regular vacation time?
Like what is regular vacationtime?
Because, honestly, for mostpeople, especially like for me,
I operate where I'm working allthe time, even when.
Speaker 1 (33:28):
I'm not supposed to be working.
Speaker 2 (33:37):
Hey, I have my laptop in my book bag right now, so
I'm always, you know, trying tostay ahead because I don't like
to get overwhelmed.
So unlimited PTO I have notfound that anywhere I'm looking
for you.
Listen to me, zoom in.
I am looking for you onunlimited PTO, unlimited PTO
with good pay.
Speaker 1 (33:52):
No no.
Speaker 2 (33:53):
But seriously, I would love to have that, I would
love to have that benefit, butit is a benefit and really
quickly, for people that aregoing into a job.
Understand and know yourpolicies wrapped around that,
because some jobs will not payyou out when you leave.
That's true.
Yeah, some jobs will not payyou out when you leave.
So, as he stated, utilize andyou need to utilize your
(34:14):
vacation time.
Don't overutilize it.
I know jobs that allow you togo into the negative and
continue to build in thenegative.
Yes, oh wow that Jobs thatallow you to go into the
negative and continue to buildin the negative.
Speaker 1 (34:24):
Yes, oh, wow, that's a whole nother story and a whole
nother topic.
Well, look, we want to knowyour answers as it relates to
some of these that we just wentover, so comment on them.
Send us a message DM.
If you're listening on TikTok.
Speaker 2 (34:35):
It goes down in the DM.
Speaker 1 (34:38):
Or you know we want to hear from y'all Like we
really do, or you know we wantto hear from y'all Like we
really do.
If you're listening to thepodcast, there's an option that
says text us.
So you can text us as well.
Text him, we'll both get it.
But yeah, it's a thing in thedescription.
If you're listening to thepodcast on Apple or Spotify or
(35:00):
something like that Okay, yeah,it says send us a text.
Yeah, they won't text that.
Okay, yeah, just send us a text.
Yeah, they won't text ourpersonal numbers, but we want
your feedback, y'all.
Speaker 2 (35:07):
We want the engagement 2025, we want way
more engagement.
We want to hear real topics andwe do understand I want to say
this really quick we dounderstand that a lot of people
are concerned about askingcertain questions and bringing
up certain topics because oftheir jobs.
So, if you again utilize the DMtext, we won't release any
(35:30):
names or anything like that.
If you just want toholistically, you know, reach
out about certain topics orcertain questions, we want to be
able to provide thatinformation or even talk about
it in the podcast.
Speaker 1 (35:37):
So let's talk about exciting news for 2025 for the
podcast, as we we you know, thisis episode 10 and we're
celebrating this milestonemoment, uh again, because a lot
of podcasters who startpodcasting they don't make it to
episode 10 go 10, um, and sothis is a really exciting moment
for us, uh, with thetransparent hr podcast.
(35:59):
So we got some news for youtoday.
Another exciting news that Ihave for y'all, and the reason
why you see Mario again, isbecause he is going to be our
co-host for the Transparent HRpodcast.
So I want to say officiallywelcome to the podcast, mario.
(36:20):
As a co-host.
He's going to be leading someof his own episodes, you know,
look, he came back from vacationand I'm going to go to vacation
.
Thank, you.
So he's going to be doing somethings, leading his own episodes
.
We're going to continue tocollaborate with each other and,
believe it or not, you know, awhile ago we we had we was
(36:43):
having a conversation abouthelping people in their careers
Right, and speeding up to 2024,2025, I never thought like we'll
be here doing a podcasttogether.
So thank you for this journeywith us, but tell us, is there
anything about you that you wantthe people to know?
Well, yeah, well, first, thankyou, thank.
You want the people to know.
Speaker 2 (37:02):
Well, yeah Well, first, thank you, thank you.
Speaker 1 (37:05):
They like me.
Speaker 2 (37:06):
They brought me back.
I'm here to stay as the co-host, so thank you again for adding
me to the team.
Holistically full, holistically360, where it started to where
we are now.
I was around when he firstmentioned that he wanted to
(37:27):
start this podcast.
He's like I think I want tostart a podcast and I was just
kind of like, well, go for it.
I mean, I feel like he can dowhatever he set his mind to.
He's very, very ambitious, he'sa go-getter and I'm really
excited to have had that firstconversation where you first
came up with the idea that youwanted to do a podcast, to
(37:47):
actually be sitting here onepisode 10.
Speaker 1 (37:48):
Yeah.
Speaker 2 (37:49):
And to actually be a part.
I really just wanted to be inthe background and support him.
However, he needed that supportto make sure that he's
successful with this.
He has already been successfuland it's going to grow.
Speaker 1 (38:01):
I see it growing.
Speaker 2 (38:03):
I'm super excited about and it's going to grow.
I see it growing.
I'm super excited about whereit's going.
I'm super excited to be a part.
As for me, what's going on withme right now?
I am still working in the HRfield.
I still love HR.
It's still my profession.
This is going to be added ontoit because this is another facet
that's attached to HR to beable to talk about, another
facet that's attached to HR tobe able to talk about, to be
(38:26):
able to discuss, recommend,taking feedback from other
people about the profession thatI so love and have been a part
of for more than 20 years.
I am still operating in manyroles.
Just opened in November, alongwith my business partner, sophia
Noble Starts, we just opened aweight loss, wellness and
aesthetics clinic in Bartlett,tennessee.
(38:49):
Please come out and see us.
2855 Stage Village Cove.
Speaker 1 (38:54):
Suite 5.
You know I'm going to have tocome.
Please come and see us.
Can you see this?
Good, I'm losing some weightthis year, that's winter, winter
loving that's all it is.
Look them them chocolate chipcookies.
That's all.
Speaker 2 (39:09):
That's all he ate santa's.
He ate santa's cookies and he'spaying for what you cannot eat
santa's cookies.
No but no.
We just opened up a clinic.
Um, I think we're on ourseventh week.
It it's going very well.
Speaker 1 (39:22):
That's awesome.
Speaker 2 (39:25):
We offer a lot of different services and we have
so many great things that we aregoing to add to those services,
so please stay tuned about thatas well.
It's Genesis Weight Loss,wellness and Aesthetics LLC, so
that's going really well.
Still got everything going withthe photo booths and the 360
booths.
You a busy man.
Yeah, I work in conjunction withMHJ Agency, as well as Iconic
(39:49):
Spins with Corey Owens Jr.
We partner with that.
We've got some stuff that'sgoing to be popping up in a few
months, hopefully a location.
So you know, keep praying forus.
Speaker 1 (39:59):
Keep praying.
Speaker 2 (40:01):
So that's some things that I'm working on and again
looking forward to operatingwithin the role of co-host here
at Transparent HR.
Speaker 1 (40:10):
Not only with your expertise, but even just a sense
of humor that, you add, I thinkis going to be really great for
the podcast Right so?
You know, just a fun,lighthearted discussion.
The podcast right so, you know,just the fun, lighthearted
discussions.
And as we continue to grow withthe podcast, you're going to
hear a lot more from Mario Hunt.
All right, so we have someother new additional news that
(40:34):
we want to share.
We're changing things up thisseason.
So, in addition to our mainepisodes, where we dive deep
into important topics like theones that we've had before, is
HR your Friend.
You know.
Those episodes are here to helpyou navigate your career and
workplace, and so we'reintroducing new bonus episodes.
(40:59):
Episodes First we have careerchats, bite-sized inspirations,
and these are quick episodes tobring you motivational quotes,
actionable tips and relatableinsights to fuel your career
journey.
So I'm really excited about that, because we already do that on
the episodes, but what we'regoing to do is take it out so we
(41:20):
can get into the maindiscussion and let it be its own
thing, and I think this is alsogoing to allow us to bring on
more guests to the show, uh, whoreally have some great
experience into, you know, justcareer and and and even just
some good uh, career topics aswell.
Uh, next we have I think I'mgonna let you share this one-
(41:44):
Okay, Next, we're introducing HRInbox your questions, our
insights.
Speaker 2 (41:51):
This is where you, our amazing listeners get
involved.
So we'd like for you to sendyour workplace scenarios, career
questions and or challenges andwe'll address them right here
on the show.
So, basically, we're opening upthe floor to you.
Send us some scenarios, Send ussome of the things that you've
experienced, any questions thatyou have and, again, as I stated
earlier, we don't have torelease your name, your
(42:14):
information, because we dounderstand that.
We've had feedback that somepeople have a lot of questions
and things that they'd like toaddress.
However, they're concernedabout their jobs.
They're concerned about if it'sagainst their policies.
Speaker 1 (42:26):
So you can send that information directly to us.
Speaker 2 (42:29):
Yeah, we won't call out any names if you don't want
us to Now, if you want us to,give you a shout out.
Speaker 1 (42:33):
send us your name, we will shout you out.
Speaker 2 (42:36):
But if you don't just send us those scenarios, we
need that feedback from you.
We want the feedback.
It helps us to produce theinformation that our viewers
want to discuss, want to talkabout the topics that you guys
want us to talk about andcommunicate about.
So send that information to us.
Use our HR inbox.
(42:57):
Send your questions, scenarios,hey, challenges or anything
that you'd like for us todiscuss on the show.
And we'll talk about it, notsaying that we will, yeah, but
we'll talk about it If it'ssomething that we feel like
would be educational, orsomething that we can provide
back to assist you all with yourdaily walks within your jobs or
(43:18):
just working with your HR team.
Speaker 1 (43:20):
Yeah.
So these bonus episodes aredesigned to give you practical
advice in small, actionabledoses.
So stay tuned, keep listeningand don't forget to send in your
questions for HR Inbox.
We can't wait to hear from you.
All right, so to wrap up thisawesome episode, we want to
(43:42):
provide an encouraging Bibleverse for you that are listening
today.
We're coming from Philippians 4and 13.
You know it, Mario?
It says I can do all thingsthrough Christ, which
strengthens me.
So, basically, whatever you aregoing through, you may be going
through some challengingmoments in your career, or even
in just life, and you're tryingto figure out how am I going to
(44:05):
get through this?
Look, I want you to look at itfrom this perspective.
If you are going throughsomething and it's teaching you
you know how to live better, orteaching you you know how to get
through some challengingmoments, Look at that because
you are going to be a testamentand you'll be able to provide
your testimony to others who mayhave to go through that same
(44:27):
situation.
So, stay steadfast, believethat God, he's with you and he's
going to get you through thisseason that you're in.
So just know that you can doall things through Christ, which
gives you strength.
You got any commentary on that?
Speaker 2 (44:45):
No, I was just going to say absolutely, you can get
through it.
Speaker 1 (44:49):
Absolutely, absolutely.
You can get through it.
Speaker 2 (44:51):
You can get through it.
And again, as he stated, youknow if you're going through
something, there's somethingthat you got to get out of it.
You don't go through it to notget something out of going
through that.
So, in this period of life, ifyou are experiencing something
where you're going throughsomething, whether it be
professional wise or it just bein your life period, don't focus
(45:11):
so much on the going throughpart and the things that may be
hurting you, the things that mayseem uncomfortable, that may be
challenging, but put more focuson what do I need to learn from
this, what can I take andutilize for this or what am I
experiencing to be a testimonyfor someone else and help them
(45:31):
get through.
There is a reason that you'regoing through what you're going
through, but remember troubledoes not.
Trouble do not last always andit is temporary.
This is temporary and that thisis really an experience for you
to gain something for eitheryou or someone else.
Speaker 1 (45:44):
Yeah, so thank you so much, man you, you wrap that in
a bow really nicely.
So that's it for episode 10.
Y'all tune in, keep in withwhat we are doing.
Again, a big thank you to Mario.
Thank you for being on the showand being our new co-host.
Speaker 2 (46:03):
I'm here, I'm here to stay.
Speaker 1 (46:05):
So, to recap, you know we talked a lot about
workplace dilemmas.
We announced some new thingsthat we're doing with these
exciting bonus episodes, so juststay tuned in tune with that,
with what we are doing.
We also had a lot of fun, uh,today, uh, but we want to hear
(46:27):
from y'all.
We want y'all to send in thosequestions.
That's going to make it keep onrolling right.
Make sure you subscribe to thepodcast, leave a review, follow
us on social media.
We're on tiktok, even though,even though I think TikTok is
going away yeah, I believe so.
But hey, they created somethingelse for TikTok, but we'll see
(46:48):
what that looks like right.
But stay tuned, listen in towhat we got going on and we look
forward to seeing you on theother side.
Thank you.
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