The hottest Human Resources Substack posts right now

And their main takeaways
Category
Top Business Topics

"Top Employer"

The Radar • 39 implied HN points • 22 Jan 24
💼 Business Human Resources
  1. Being named a 'Top Employer' by the Top Employer Institute involves a process audit - it doesn't necessarily reflect on all aspects of being a great place to work.
  2. The certification criteria for 'Top Employer' mainly focus on HR processes and branding, leaving out key factors like employee sentiment, safety, turnover, and retention.
  3. The process of getting certified as a 'Top Employer' raises questions about transparency and whether the opinions and experiences of employees are truly being considered.

The importance of mentoring in engineering leadership - part 2

The Healthy Engineering Leader • 39 implied HN points • 22 Jan 24
💼 Business Human Resources
  1. Mentoring is important for both personal and professional growth. It helps you learn from others and share your own experiences.
  2. As a mentor, you don’t need to have all the answers. You can facilitate discussions and brainstorm solutions with your mentee.
  3. Being involved in mentorship can speed up your learning, especially when facing new career challenges or transitions.

Are hotdesks always hellish?

Make Work Better • 103 implied HN points • 14 Nov 24
💼 Business Human Resources
  1. Most companies use their office space less than three days a week and are planning to reduce their office size in the near future. This change is a response to new work habits formed during the pandemic.
  2. Employees can be happy with hotdesks, but it's crucial to have a variety of workspaces available. A diverse range of settings helps them feel productive and satisfied.
  3. Some workers struggle more than others in hotdesk environments, indicating that not everyone adapts the same way. Companies should consider individual needs, like having good booking systems for personal spaces.

It really is a bad idea

Klement on Investing • 3 implied HN points • 09 Jan 26
💼 Business Human Resources
  1. Dating at work, especially between a manager and a subordinate, creates big risks and often ends badly for the people involved.
  2. A subordinate may get a short-term pay bump (about 7%) when they start dating their boss, but after the relationship ends their income typically falls sharply (around 18%), often because they leave or are fired.
  3. Such relationships also hurt coworkers and the company: managers tend to favor partners, other employees feel treated unfairly and leave, and overall turnover rises (about 6%), which is costly for firms.

Take the money and run or stay and fight part 2

Splattern • 39 implied HN points • 13 Sep 23
💼 Business Human Resources
  1. It's common for companies to put employees through performance improvement plans (PIPs), often leading to layoffs. Many people believe accepting severance is the best option.
  2. Working as a team and having supportive colleagues can make a huge difference during tough times. Conversations with teammates can provide the encouragement needed to stay and fight.
  3. Taking on a challenging project can be a valuable opportunity for growth. It allows for gaining experience and testing one's abilities while still in a job.
Get a weekly roundup of the best Substack posts, by hacker news affinity:

The 4 Keys to Leading Today.

The Future Does Not Fit In The Containers Of The Past • 44 implied HN points • 16 Feb 25
💼 Business Human Resources
  1. Leaders must focus on excellence by constantly improving their skills and staying relevant. This helps build strong teams and attract success.
  2. Accepting and facing reality is crucial for leaders. They need to address problems honestly to earn trust and guide their teams effectively.
  3. Empathy and vulnerability in leadership are important. Understanding people's feelings and being open about one’s own struggles can foster better connections and teamwork.

Is the team for you or are you for the team?

Sunday Letters • 119 implied HN points • 18 Sep 22
💼 Business Human Resources
  1. Think of leadership like an upside-down org chart. The people doing the work should be at the top, and the manager is there to support them. It shows that the team's work is what truly matters.
  2. Managers shouldn't push team members into roles they aren't excited about. Instead, they should place people where their skills fit best, benefiting the team.
  3. The team exists to achieve goals together, not to serve the manager's needs. As a manager, your job is to help the team solve their problems, not the other way around.

Modern Leadership.

The Future Does Not Fit In The Containers Of The Past • 56 implied HN points • 20 Oct 24
💼 Business Human Resources
  1. Anyone can be a leader; it's about how you act, not just your job title. Being a boss isn't the only way to show leadership.
  2. Good leaders focus on their influence and connections rather than just controlling everything. They see the big picture and adapt to change.
  3. For leaders to grow, they need to be open to learning and transforming themselves. This process needs support and new ways to encourage growth.

Failing upwards

davidj.substack • 35 implied HN points • 18 Nov 24
💼 Business Human Resources
  1. Taking risks is a natural part of business. Employees at all levels face risks, and their roles should help manage those risks effectively.
  2. Data teams need to engage with business risks and help optimize rewards. Building data infrastructure should only be a means to support this goal.
  3. Not everyone is suited for risk-taking roles in the private sector. Some people may excel at politics but fail to deliver real results, which leads to inefficiencies in recruitment.

✅ Monday briefing: Accidental managers

Wadds Inc. newsletter • 19 implied HN points • 23 Oct 23
💼 Business Human Resources
  1. Many managers are promoted without proper training, which can hurt business performance. It's important for organizations to invest in management training.
  2. Good management leads to happier employees and better productivity, while bad management can cause stress and make people want to leave their jobs.
  3. The lack of training for managers is linked to lower confidence and worse skills in handling change and issues, showing how training can help improve their performance.

More Corporate Power Plays

Logos • 19 implied HN points • 14 Aug 23
💼 Business Human Resources
  1. To stand out at work, create a Substack and position yourself as a thought leader. Focus on having a catchy title and linking to respected sources to build credibility.
  2. Share weekly updates with your team that show you care and know what you're doing. Include personal touches and insights that make you relatable and approachable.
  3. When hiring, make it personal by saying 'I am hiring' instead of 'the company is hiring.' This shows you're in charge and allows you to express your values and the kind of team you want to build.

Building Codiga: Becoming CEO

Tech Ramblings • 19 implied HN points • 30 Aug 23
💼 Business Human Resources
  1. A CEO's main jobs are to communicate a vision, hire and fire the right people, and ensure the company doesn't run out of money. This might sound easy, but many CEOs struggle with these tasks.
  2. It's essential for a CEO to repeatedly share the company's mission and vision. Keeping everyone aligned with the core purpose helps employees feel motivated to work towards common goals.
  3. Hiring well and letting go of employees who aren't a fit is crucial. Quickly addressing performance issues can help maintain a positive culture and keeps the team focused on success.

Scaling engineering teams: Building career ladders

Brick by Brick • 18 implied HN points • 27 Jan 25
💼 Business Human Resources
  1. Creating a clear career ladder is crucial for growing engineering teams. It helps everyone understand how to advance and what is expected from them.
  2. Collaboration is key when building this ladder. Getting input from the team can help define roles and ensure everyone feels involved and valued.
  3. Regularly reviewing and updating the career ladder keeps it fair and relevant. It’s important to adjust it as the team and company grow to continue supporting everyone’s development.

Staying Human in the Age of Data.

The Future Does Not Fit In The Containers Of The Past • 20 implied HN points • 15 Dec 24
💼 Business Human Resources
  1. Data is important, but focusing too much on it can harm the long-term success of both businesses and people. It's crucial to balance numbers with human emotions and culture.
  2. Leaders should encourage open discussions about tough topics and avoid wasting time in unnecessary meetings. This helps create a culture where everyone feels comfortable sharing their thoughts.
  3. Successful companies need to remember that their employees are not just numbers. Investing in their development and well-being leads to a more motivated and productive workforce.

So long, and thanks for all the fish.

The Jolly Contrarian • 19 implied HN points • 06 Feb 23
💼 Business Human Resources
  1. A 'reduction in force' (RIF) and natural attrition are lazy ways of managing staff without true consideration and development.
  2. Lateral quitting should be examined closely, as letting good employees leave unchecked can lead to a decline in workforce quality and a 'drift towards mediocrity'.
  3. Effective people management involves developing and retaining good employees, actively managing underperformers, and avoiding reliance on periodic RIFs or passive attrition.

Building CAUSL - Episode 7: Onboarding at Lightspeed

CAUSL Effect • 19 implied HN points • 02 Apr 23
💼 Business Human Resources
  1. Onboarding at a new company can be really tough. It often takes new employees months to fully understand the business and their role.
  2. It's common for new hires to feel overwhelmed, especially when they have to learn everything quickly. Having a structured process can really help ease this transition.
  3. By creating an efficient onboarding system, employees can get settled in just weeks instead of months. This makes the experience much smoother for everyone involved.

The Donkey, Fox, Sheep, & Owl | LSW#43

The Leading Sapiens Weekly • 30 implied HN points • 15 Feb 24
💼 Business Human Resources
  1. Everyone has some level of political awareness in the workplace, but it varies in understanding and application.
  2. Reading involves understanding the external world and organization, while carrying focuses on ethical behavior versus manipulation.
  3. Owls are wise in politics, balancing awareness, integrity, and interpersonal skills.

Peak Performance #31 | Leading Through a Downturn

The Leadership Lab • 19 implied HN points • 17 May 22
💼 Business Human Resources
  1. A recession impacts startups significantly, affecting growth, fundraising, and hiring - requiring adjustments in strategy and operations.
  2. During a downturn, funding becomes scarce and expensive for startups, necessitating better metrics and more time for fundraising.
  3. Hiring becomes easier for startups during a downturn as talent floods the market, enabling better negotiation on salary and equity demands.

Feedback

Fish Food for Thought • 6 implied HN points • 26 Feb 25
💼 Business Human Resources
  1. Feedback can be hard to give and receive, but it’s important for growth. Creating trust and a safe environment helps people be open to it.
  2. When receiving feedback, remember to own your part in it, whether it's accurate or not. Acknowledging feedback shows you are willing to improve.
  3. Instead of yearly reviews, having ongoing, real-time feedback helps people grow faster. This new approach can lead to better performance and stronger teams.

The Employee’s Dilemma

peoplefirstengineering • 7 implied HN points • 08 Jan 25
💼 Business Human Resources
  1. When employees feel supported by their company, they're more motivated to do great work. But if the company doesn't keep its promises, employees might just do the bare minimum.
  2. This situation can lead to what's called the 'Employee's Dilemma,' where both the worker and the employer end up not trusting each other, creating a sad work environment.
  3. To break this cycle of unhappiness, companies need to build trust and show they care. If they do, it can improve the workplace for everyone.

Train your employees

Klement on Investing • 2 implied HN points • 04 Aug 25
💼 Business Human Resources
  1. Middle managers play a big role in how well training programs work in companies. If they support and encourage training, employees are more likely to participate.
  2. Teams with managers who focus on training tend to perform better and have lower absenteeism, especially during tough times. Good management leads to happier and more engaged employees.
  3. Simply having a training program isn’t enough; it needs strong support from management to make a real difference in employee growth and company performance.

Engineering Efficiency vs. Engineering Experience - Problem #5

Fish Food for Thought • 6 implied HN points • 04 Dec 24
💼 Business Human Resources
  1. Businesses should focus on creating a positive Developer Experience (DevEx) instead of just looking at productivity numbers like lines of code. This helps developers thrive and leads to better products.
  2. Supporting a good DevEx can help keep talented developers at a company, reducing turnover and recruitment costs. Happy developers are more likely to stay and work effectively.
  3. Finding a balance between engineering efficiency and the overall experience of developers is key. When companies prioritize both, they can deliver higher-quality products and encourage long-term innovation.

Who is your biggest problem, not what

DruGroup • 19 implied HN points • 07 Dec 21
💼 Business Human Resources
  1. It's more important to know who you are working with than just what job you do. Strong relationships in the workplace can really boost your success.
  2. Many workers are unhappy and considering quitting their jobs. This trend shows that people are looking for more satisfaction and balance in their work lives.
  3. Companies need to focus on supporting their employees' mental health. Caring for workers' well-being is becoming a major expectation in the workplace today.

#16: Working for an uncertain future

The Uncertainty Mindset (soon to become tbd) • 39 implied HN points • 19 Feb 20
💼 Business Human Resources
  1. Organizations often stick to old hiring methods that don't fit today's changing world. This can be a problem because roles aren't always clear or stable.
  2. A better approach is 'negotiated joining', where new hires help shape their roles through small tests. This makes it easier for them to adapt when situations change.
  3. Flexible organizations are like willows that bend and adapt, rather than rigid oaks. They can adjust better to uncertainties and continue to thrive.

"We Only Hire Seniors", And Other Mistakes

Load-bearing Tomato • 7 implied HN points • 16 May 24
💼 Business Human Resources
  1. Hiring only seniors can create problems because it limits decision-making and leads to too many meetings. New or junior employees can help speed things up by handling tasks while seniors make bigger decisions.
  2. Having a mix of experience levels in a team is crucial for growth. If companies only hire seniors, they won't have new talent coming up, which can lead to challenges in the future.
  3. Good management is important in game development. Issues often come from poor organization rather than from the skill level of individual team members.

Should You Stay In Your Current Job or Move For A Promotion?

The Software Engineering Times • 3 implied HN points • 07 Nov 24
💼 Business Human Resources
  1. Internal promotions are usually easier because you already know the company culture and people. You can quickly get to work without a big adjustment period.
  2. External promotions often come with higher salaries and a chance to start fresh. You can look for roles that fit your career goals better.
  3. Consider your personal career goals and timing when deciding to stay or move. Your choice should match what you want for your future.

#12: True diversity

The Uncertainty Mindset (soon to become tbd) • 19 implied HN points • 22 Jan 20
💼 Business Human Resources
  1. True diversity is about having a rich mix of different types of information and perspectives. It's not just about meeting certain quotas based on traditional categories like race or gender.
  2. Organizations need to adapt to constant change, and diversity helps them innovate. The more diverse the team, the more ideas and solutions they have to deal with unexpected challenges.
  3. To promote true diversity, companies should create flexible roles, encourage employees to define what makes them unique, and train staff to understand the value of difference. This approach makes a company stronger and more innovative.

The Amazon Pivot Program

Splattern • 0 implied HN points • 12 Sep 23
💼 Business Human Resources
  1. The Amazon Pivot Program offers employees a tough choice: you can either accept a severance package and leave or try to improve performance in a month.
  2. Feedback about performance comes from managers and peers, but it can be unclear how it specifically affects the decision to enter the Pivot Program.
  3. Deciding whether to stay and fight or take the severance depends on personal goals, learning opportunities, and the work environment you want.

Engineering Manager Interview Questions and Answers

Better Engineers • 0 implied HN points • 31 Jul 23
💼 Business Human Resources
  1. Understanding your management style is important. Being flexible and adapting to your team's needs can lead to achieving goals effectively.
  2. Motivating your team through celebrations and clear growth plans can boost performance and morale. When team members see their future, they feel more driven.
  3. Handling conflicts and making tough decisions requires clear communication and a focus on long-term goals. Discussing options and prioritizing what's best for the team can lead to better outcomes.

Your job as a CEO: Hire and Fire

Tech Ramblings • 0 implied HN points • 12 Mar 23
💼 Business Human Resources
  1. Hiring is really tough because it's hard to know if a candidate has the right skills, work ethic, or fits into the company's culture. The best employees often show curiosity and a willingness to learn, which are more important than just having the right experience.
  2. Firing someone is not about difficulty; it’s about the emotional pain it causes. It’s important to handle it with care since it can be distressing for everyone involved and can help the affected employee move on to a better opportunity.
  3. Keeping your team lean is crucial for a company to run efficiently. If there are underperformers, it's better to let them go to ensure the company can move faster and be more productive, while also remembering not to cut too many key employees.

Writing Useful Performance Reviews: Making A Raise Recommendation

It Depends / Nimble Autonomy • 0 implied HN points • 02 Jun 24
💼 Business Human Resources
  1. Performance reviews are really important for discussing raises. Managers need to be fair and thoughtful about how they recommend salary increases.
  2. Salary decisions usually have to fit within a company's budget. Managers should understand how their recommendations affect the overall budget and be realistic.
  3. Different companies have various systems for raising salaries. Some use fixed models to reduce bias, while others have more flexibility based on performance.

Writing Useful Performance Reviews: Evaluating the data and writing the review

It Depends / Nimble Autonomy • 0 implied HN points • 19 May 24
💼 Business Human Resources
  1. Collect all relevant data before writing a performance review. This includes past reviews, feedback, and notes so you have a complete view of the person's performance.
  2. Be clear and honest when writing the review. Avoid vague language or trying to balance out negatives with positives; it’s important for the person to understand their true performance.
  3. After writing the reviews, check for patterns or biases. Make sure each review makes sense and supports your conclusions about each person's performance.

Protecting your team from layoffs

It Depends / Nimble Autonomy • 0 implied HN points • 29 Jan 24
💼 Business Human Resources
  1. Focus on what's important for the company. Always align your team's work with company priorities to stay relevant.
  2. Make sure your top performers get recognized. Highlight their achievements to boost visibility and keep your team strong.
  3. Don't hesitate to let go of low performers. It benefits both the team and the individual, and helps to maintain a positive environment.

Delivering Performance Reviews

It Depends / Nimble Autonomy • 0 implied HN points • 22 Jan 24
💼 Business Human Resources
  1. Performance reviews are crucial conversations in a person's career, so it's important to deliver them effectively. The way feedback is given can deeply affect how the employee feels and reacts.
  2. Prepare for the review by having all relevant data and allowing the employee time to read their review beforehand. This helps reduce stress and makes the conversation more meaningful.
  3. After the review, follow up with a note summarizing key points and agreed-upon growth plans. Regular check-ins can help maintain focus on goals and improvements.

How to Foster a Knowledge-Sharing Culture within Engineering Teams

The Healthy Engineering Leader • 0 implied HN points • 17 Jul 23
💼 Business Human Resources
  1. Fostering a knowledge-sharing culture helps engineers stay updated with new skills and technologies. Regularly sharing insights can keep the team learning and growing.
  2. Knowledge sharing involves team members exchanging expertise and information with each other. This collaboration can lead to better problem-solving and innovation.
  3. Creating opportunities for sharing, like workshops or regular meetings, encourages more open communication. It helps build trust and strengthens relationships within the team.

The Surprising Ways Employees React to Advice

Voohy Leadership Insights • 0 implied HN points • 25 Jul 24
💼 Business Human Resources
  1. Unsolicited advice is often seen negatively because people might think the giver is showing off. It's better to wait for someone to ask before sharing your thoughts.
  2. When people ask for advice, they view it more positively. They believe the advisor really wants to help, which makes them more likely to use the advice effectively.
  3. Creating a trusting environment where it's okay to ask for help is important. Managers should encourage open communication to ensure people feel safe seeking advice.