Unleashing the Power of People Management: Transforming Compliance into Superfans with Silvia Hernandes

Freddy D: 00:00:00

Hello, Sylvia Hernandez with Lean HR Partners.

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Welcome to the Business Super Fan Show.

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Silvia Hernandes: Thank you.

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Thank you.

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It's a pleasure to be here, Freddie.

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Freddy D: I'm excited

to have you as a guest.

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So tell us a little bit about

your story, and how you got

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to, starting Lean HR Partners.

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That you're really doing?

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So let's go into that whole story.

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Silvia Hernandes: Okay, so a

brief a little bit about me.

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So my human resources professional 25

plus years in there not to tell my age.

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But 25 something years.

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I'm originally from Brazil, so

my 1st degree is in psychology.

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So I had an opportunity to get acquainted

with industrial relations as we call

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at that time, not only human resources,

but and then I got a passion for that.

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So, I knew in graduation that

I didn't want to do clinic or

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hospital or anything like that.

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So the passion for HR came right there.

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So I did my residency as I say.

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In, in, in hr and then

everything started from there.

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So after graduating I had to, I had a

passion also for the English language.

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As you can see, I have an accent here.

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So, I wanted to learn English

properly, so I moved to England and

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I spent two years there trying to

get the language under the belt.

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Came back to Brazil and then really.

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He started career there in HR.

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So since then, it's always

fortune 500 organizations.

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I worked for two chemicals food

companies, government, automotive.

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And also aerospace to aerospace companies.

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So moved to the U S 22 years

ago, continue my career here.

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And then lucky me, I reached the top.

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I mean, the goal was to be

the chief human resources.

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Officer for organization.

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I had that title twice in my career,

but then got to a point that I said, you

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know what, I'm going to be on my own.

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I know enough now that I can

advise others and make an

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impact to a small organization.

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So I came from big organizations where

is it's a little bit more challenging to

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make an impact because there's so many

people, so much money That the creativity

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gets a little non existent sometimes.

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So helping small businesses make

me creative in actually exercise

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my expertise to help the business.

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So that's how Lean Human

Resources Partners was created.

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It is really the passion for

HR specifically and help these

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small ones to grow and hit the

strategy and then be successful.

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That's how it was born.

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Freddy D: Okay.

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Excellent.

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Because yeah, a lot of small

businesses don't realize how

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important HR is to the business.

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And do you see a lot of companies

where they You know, they bypass

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having an HR person because, it's,

there may be a six person company

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and they don't think it's important.

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But the reality is, it's very important

because, they may be in violations

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of some, local laws and governmental

laws that they don't even know about.

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And, you have a disgruntled

employee that knows, about some

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of those regulations and laws.

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And now you have a problem on your hands.

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Silvia Hernandes: Absolutely.

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I want to divide HR in two big blocks.

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One of them, as you said, has to

do with compliance, and compliance

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is the boring, dry aspect of HR,

which is absolutely necessary.

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So you cannot go further having

employees at your organization

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without talking about compliance.

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I want to say compliance slash legal.

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At some point, I think it's still today,

HR is very linked to the legal matters

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of employment law, but the other fun

part, it is really the people, right?

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We used to say that HR is it is

the department of the people.

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I continue to say that it is, but

there is the boring part as well.

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So that's why there are two two, the

two portions that you were talking

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about really impacts the bottom line.

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Of the organization, if it's not

looked properly, compliance is

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specifically a lawsuit, for example,

can cost you millions of dollars,

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but also employee retention.

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Freddy D: Let's really dive into

employee retention because I don't

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think a lot of small businesses

realize the cost that it really.

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Is costing them for having

continual employee turnover.

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Silvia Hernandes: Absolutely.

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Let me give you some numbers on that.

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It's just a hypothetical, but

actually real imagine a position, any

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position where the salary is 50 K.

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If this position is open for 30

days, at least you already, the

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company already spent 17, 000.

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How is that?

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So how the calculation happens, right?

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So we talk about 1st of all if

the position is open, and let's

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say, is not addition to staff.

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It is you lose an employee.

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So, you're losing money right off the

bat, because somebody is doing that job.

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So, unfortunately, or fortunately,

we don't have machines that

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replace the human being.

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So, somebody else is working

overtime in order to get that done.

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So the job done.

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So it starts there.

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Then you have the cost for advertising.

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You have costs for the

recruiting interviews.

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Tests that needs to be done,

assessment that needs to be done.

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And then you hire that person.

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So very unlikely, this person will

come in less than 30 days because

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the process doesn't work that fast.

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Freddy D: Right.

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Silvia Hernandes: And this

is internal processes, right?

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So you were spending

money right there too.

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So between advertisement and recruiting

and the person comes, there is onboarding.

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So this person is not going to.

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Produce results at least in 90

days because there is training.

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Well, not only there is software

that trains the person, but also you

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need to take the person around, take

some time from the hiring manager

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calendar, and then anybody else that

is training this person, this is

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hourly rate for that particular salary.

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So imagine that a manager earns

a hundred K, and trains the

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person for two days school.

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Well, you have to count to that too.

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Freddy D: Sure.

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Silvia Hernandes: And it

is exponential, right?

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So by the time you put all those costs,

the hypothesis is true is 17, 000.

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For a 50k salary now,

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Freddy D: that's just to get started

then you've got to calculate in the

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lack of productivity from those people

that are doing the training because they

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can't be doing their job necessarily.

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So, because they've got to

spend time turning somebody new.

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Or they're doing their job, but

they're not fully on their job.

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So you got someone else that's helping

with that person's job while the

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training is, and it starts to snowball

into a quite expensive aspect of it.

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And, and then if that person leaves,

it's a, you got to start all over again.

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And more importantly, that

just starts creating a negative

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culture in the company.

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And you're not going to create

super fans of those employees having

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to do this on a continual basis.

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Silvia Hernandes: Exactly right.

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It also impacts the delivery.

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Imagine that this person that is

covering for the employee that left is

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not really the forte of that person.

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So, not only impacts the results of

how you are delivering that particular

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job, but also is costing you money, and

over time, gets the person exhausted,

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and to your words, not a superfan.

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Freddy D: Yeah.

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Silvia Hernandes: Not a superfan.

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Freddy D: They start resenting the

company because more importantly,

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when you see repeated turnover in an

organization, it demoralizes the team

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because then they start realizing that

management is really a problem and

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doesn't understand it, what's going on.

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Yeah.

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And so all of a sudden you have.

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Not a positive energized workforce.

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You have a workforce that's there

just because they need the paycheck

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and they're not, and that's it.

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They're just there to collect the

paycheck and now their mindset, I'm

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just going to do what I need to do so

that I don't get fired and that's it.

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And unfortunately now you've got

productivity that takes a hit as well.

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Silvia Hernandes: Yeah, I want to

say that I think one of the biggest

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discovery in my entire career

in HR has to do with one word.

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And this word is motivation.

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In studying human being behavior.

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And then I love that portion of my career.

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It is for me, it comes down to

really what motivates an individual.

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Of course, we are talking about a

bunch of people in an organization.

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So you cannot.

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motivate everybody to the full

extent happy campers is good to have,

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but full happiness does not exist.

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So once you touch the motivation

of a person to stay or to go you're

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good to go because imagine that you

do an engagement survey and then you

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meet the person on the motivation or

things that are important for them.

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At least midway.

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I'm gathering and I gathered

already that this is 1 of the most

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powerful tools to retain employee.

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Because many things are important

to people, but not to others.

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But when they understand that I can

meet you halfway, it is really a good

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retention way to keep people doing

what they're doing in an organization.

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Freddy D: Oh, absolutely.

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One of my quotes in my book is people

will crawl through broken glass

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for appreciation and recognition.

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Silvia Hernandes: That's true.

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I agree.

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That's true.

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Freddy D: And so you talk about

motivation, and that's where,

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simply giving acknowledging somebody

and recognizing their, that their

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extra effort on something that's,

that creates that motivation.

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And when you recognize somebody, one

of the things I talk about is, when you

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recognize an individual one on one, if

I turn around and says, Hey, Sylvia,

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thanks a lot for this particular project,

I really appreciate your extra effort.

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Well, you feel good, but now if I turn

around and says, Hey, everybody, I want

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to take a moment to recognize Sylvia

because she killed it on this particular

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project and because of her efforts,

we succeeded in this particular thing.

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Now I've got the whole team feeling

energized and you feel like a rock star.

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Silvia Hernandes: Right.

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Well, one, one comment in the

motivation Freddie is motivation

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is not the same for everybody.

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Many people are motivated by money.

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Many people are not.

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Many people are motivated by thank you

for your awesome work on this project.

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Some people are so shy that they

don't want to hear about it.

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So there are different ways.

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To motivate people, right?

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So and my thing is let's discover what

is important for each one of them That's

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why we get into the more tailored things

It gets tricky to motivate everybody

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on what they have specifically But

at least you hear them because the

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motivation is different for everybody.

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Freddy D: I totally agree.

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Silvia Hernandes: Give me a day

off and I will be very happy.

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Well give a gift card You To Walmart,

to other person, and they will be

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very happy, but not with the day off.

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So, we need to see what

really ticks people.

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Freddy D: That's a really good

point, because that's something

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I do talk about in my book.

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And is that you have to be able

to accommodate people in, like you

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just said, what motivates them.

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So, some people may say, okay.

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I'll take less of a salary, but

because I need, I want to go to

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school and continue my education.

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And so I want to have some time off.

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And so I don't want to

work, so many hours.

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I need to, I want to go to school.

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Someone else might say, okay, I

need to go home because my kids come

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from school and I don't want to have

them by themselves and et cetera.

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So businesses that.

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can accommodate and create flex work

schedules for their employees or

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whatever it is, as you're saying, the

motivation for people is very different.

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If they can be flexible in their

business model, now they're going to

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start creating super fans of their

employees because they're going to

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say, man, this is a great company.

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They care about me.

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They allow me to be able to do some things

and that's going to come across when

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they're talking with their customers,

that energy is going to come across.

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Same thing with complementary

business partners.

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They're going to be talking about

with that is, they're going to have,

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you can tell in their tonality.

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Of the conversations that they have

that they enjoy their work and the

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company that they're working for.

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Silvia Hernandes: Absolutely.

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Freddy.

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Absolutely.

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I want to say this.

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If you, if an organization can tailor

what is important for the individuals,

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you absolutely have superfans.

237

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This is proven for me in

engagement surveys that I did in

238

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organizations that I worked for.

239

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It doesn't fail.

240

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Yeah.

241

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Freddy D: Yeah.

242

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Silvia Hernandes: But,

I think what he fails.

243

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And continue failing, it is organizations

trying to do one thing fits all, let's

244

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give gift cards to everybody, or let's

give a day vacation to everybody, or

245

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let's do a Christmas party and everybody

can participate and bring their families.

246

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Freddy D: Yeah, but what happens if

somebody, somebody isn't Christian

247

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and someone is Jewish, or someone

is Muslim, and you're throwing the

248

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Christmas party, but now the other

people feel slated because, well, you

249

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didn't, you didn't recognize Ramadan.

250

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So, that blows up.

251

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Silvia Hernandes: Yeah, it doesn't work.

252

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So I can say that requires a little

bit more time for the organization, for

253

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the leadership team to really try to

accommodate not every single person,

254

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but at least the majority need to where

the need is exactly where the need is.

255

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I need to leave every Wednesday

at two o'clock because my kid.

256

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Is in the competition of the baseball

game, and I need to be there.

257

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I want to be there.

258

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That accommodation.

259

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It's absolutely key.

260

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You never lose an employee like that.

261

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I'll never say never, but it's more

difficult to lose an employee when you

262

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accommodate what is important for them.

263

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Freddy D: Oh, sure, because now that

parent, okay, is at their kid's baseball

264

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game, as you say and all the other

parents, because usually you'll be,

265

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maybe there'll be one parent, and now

you've got mom and dad there because,

266

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mom was staying home or whatever the

case may be, or she's working and, but

267

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she works a different shift, but then

the fact that, dad is there, and let's

268

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say it's a boy playing baseball or a

girl playing softball, doesn't matter,

269

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the bottom line is all the other parents

are going to go, wow, how, that, and

270

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then that person turns around and says,

Oh yeah, the company I've got is great.

271

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And again, they're being the

superfan promoting that company.

272

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And that's that you can't buy that.

273

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And that's goodwill.

274

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Is, it's a superfan on

steroids in a sense, that's

275

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why I call him brand advocate.

276

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They're, most people call

them brand advocates.

277

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I call them business superfans,

which I think is brand advocates

278

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on steroids, and that is profound.

279

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Silvia Hernandes: It is.

280

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It is.

281

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I cannot stress enough how.

282

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that is true and actually I, and

I still to see, I, I consult with

283

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small businesses in HR today and

this is my, I want to say my biggest

284

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advice to them on the retention.

285

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Let's see what is important for the

organization and work from there.

286

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And it's been reshaping actually

how leaders are thinking, because

287

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it's still Freddie, I been in HR for

so long and leading with leaders.

288

00:16:26,020 --> 00:16:33,860

all my career here, I still think

HR is failing in influencing the

289

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leaders on how to treat employees.

290

00:16:36,465 --> 00:16:44,385

It is more, I think the compliance

aspect of things, the dry aspect

291

00:16:44,385 --> 00:16:51,265

of things is taking more time, more

worry than to keep the employees.

292

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But when I show them the bottom line

of 1 position open for 30 days and

293

00:16:56,835 --> 00:17:01,325

not putting emphasis on retention,

I kind of get their attention.

294

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Because it's the bottom line, right?

295

00:17:05,099 --> 00:17:08,190

It's 17k for a 50k salary.

296

00:17:08,339 --> 00:17:09,230

And they said, what?

297

00:17:10,010 --> 00:17:10,560

Really?

298

00:17:10,560 --> 00:17:12,730

Yeah, you already spent that money.

299

00:17:12,950 --> 00:17:13,890

It's passive.

300

00:17:14,290 --> 00:17:17,500

And you don't know this number

because it's really passive.

301

00:17:17,880 --> 00:17:21,069

So you need to really open

your eyes, make calculations

302

00:17:21,119 --> 00:17:22,510

And see what's going on there.

303

00:17:22,730 --> 00:17:23,770

Freddy D: Yeah, no, absolutely.

304

00:17:23,810 --> 00:17:30,440

100 percent agree, and, that comes

into play where some HR, I won't say

305

00:17:30,500 --> 00:17:35,980

HR people, but I'll say that some

organizations have a sterile environment

306

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where it's just strictly business.

307

00:17:38,790 --> 00:17:44,490

It's not really, I've worked with

companies where the HR department

308

00:17:44,490 --> 00:17:49,790

was part of the company and was

helping create an environment.

309

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And then I've been in organizations

where HR is just this is

310

00:17:53,140 --> 00:17:55,060

it, and that's how it stays.

311

00:17:55,060 --> 00:17:56,110

Silvia Hernandes: It's compliance.

312

00:17:56,350 --> 00:17:59,640

When you say like this and

all it stays, it's compliance.

313

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Because compliance does not change much.

314

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So you follow the rule.

315

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You follow the law.

316

00:18:06,220 --> 00:18:10,795

To be At less risk per se, right?

317

00:18:11,045 --> 00:18:14,975

When you deal with people, it's

so dynamic because people are

318

00:18:14,975 --> 00:18:16,385

different all the way, right?

319

00:18:16,385 --> 00:18:20,725

So you want to apply the same

treatment to everybody, but at the

320

00:18:20,725 --> 00:18:22,775

same time you're not doing that.

321

00:18:23,370 --> 00:18:25,310

Because people require different stuff.

322

00:18:26,640 --> 00:18:28,210

So, it's not a one That's where

323

00:18:28,260 --> 00:18:31,460

Freddy D: I've been where the HR

department was basically all about

324

00:18:31,460 --> 00:18:34,400

compliance and not about anything else.

325

00:18:35,040 --> 00:18:38,870

Silvia Hernandes: Yeah, that's

the bad thing that we get because

326

00:18:38,890 --> 00:18:42,380

it's all about papers, all about

legal is all about compliance.

327

00:18:42,720 --> 00:18:45,820

That's why I kind of

split into two buckets.

328

00:18:46,050 --> 00:18:48,030

One thing is compliance is boring.

329

00:18:48,250 --> 00:18:52,620

The other thing is really dealing

with the people in how they hit the

330

00:18:52,630 --> 00:18:55,180

bottom line to the good and to the bad.

331

00:18:55,300 --> 00:18:57,140

I mean, turnover is a bad one.

332

00:18:57,610 --> 00:19:02,830

But if a person stays is the tenor

and it's the company philosophy to

333

00:19:02,870 --> 00:19:06,260

provide a tenor and collect the results.

334

00:19:06,260 --> 00:19:08,890

I mean, it's money is

revenue, is people happy.

335

00:19:08,930 --> 00:19:10,070

They are advocates.

336

00:19:10,270 --> 00:19:11,350

They are superfans.

337

00:19:11,370 --> 00:19:13,020

The sales is going to bloom.

338

00:19:13,020 --> 00:19:13,960

Freddy D: Yeah, absolutely.

339

00:19:13,960 --> 00:19:15,590

Silvia Hernandes: There's all good impact.

340

00:19:15,760 --> 00:19:19,800

Freddy D: Right, so something that a

business should be looking for is if

341

00:19:19,800 --> 00:19:24,070

they're outsourcing an agency, they

want to make sure that the agency, like

342

00:19:24,070 --> 00:19:30,585

yourself, looks at it from, okay, Because

I really like the two bucket idea, is

343

00:19:30,585 --> 00:19:35,685

okay, we got compliance, we get that

stuff out of the way, now we focus on

344

00:19:35,725 --> 00:19:41,905

all the other aspects that creates the

environment within the company, creates

345

00:19:41,925 --> 00:19:45,625

the motivation and evolves into a culture.

346

00:19:46,030 --> 00:19:51,720

Where you've got people that stay

in companies 5, 10, 15 years because

347

00:19:51,720 --> 00:19:57,830

they love where they're working and

they're all their family and friends

348

00:19:57,830 --> 00:20:02,680

know about the company because

they're promoting it as superfans.

349

00:20:02,680 --> 00:20:03,210

Silvia Hernandes: Correct.

350

00:20:03,270 --> 00:20:08,310

Well, one notes to the 15, 20 years

in the company, we know that it's

351

00:20:08,310 --> 00:20:12,460

very rare that happens nowadays

because the environment changed.

352

00:20:12,950 --> 00:20:17,290

The world changed because

there's so many components that

353

00:20:17,330 --> 00:20:19,130

makes the generation, right?

354

00:20:19,130 --> 00:20:23,690

It's different that impacts

a person to stay or to go.

355

00:20:23,770 --> 00:20:28,110

We don't see more, I want to say,

10, 15 years in the companies

356

00:20:28,140 --> 00:20:32,830

anymore, at least for now, where we

live today, but it's still, if you

357

00:20:32,830 --> 00:20:37,530

can keep somebody for a number of

years, that it's important for the

358

00:20:37,530 --> 00:20:39,830

organization for you to deliver results.

359

00:20:40,250 --> 00:20:44,150

Not only for the organization,

but for the individual as well.

360

00:20:44,300 --> 00:20:45,430

I'm growing my career.

361

00:20:45,430 --> 00:20:46,640

I'm learning something.

362

00:20:46,830 --> 00:20:48,710

I'm contributing to things.

363

00:20:49,050 --> 00:20:50,960

It is already a win situation.

364

00:20:52,350 --> 00:20:52,800

Right.

365

00:20:53,110 --> 00:20:54,130

Freddy D: Yeah, absolutely.

366

00:20:54,440 --> 00:20:54,900

Absolutely.

367

00:20:54,910 --> 00:20:55,690

Very good point.

368

00:20:56,270 --> 00:20:57,360

Yeah, because.

369

00:20:57,865 --> 00:21:00,125

It's a, we're in a more,

more dynamic world.

370

00:21:00,595 --> 00:21:04,305

I still kind of think, cause I still

know some people that have worked at

371

00:21:04,305 --> 00:21:09,465

their companies for, 10, 15 years and

they're still working, but you're right.

372

00:21:09,795 --> 00:21:14,415

That's becomes, that's more of the

exception versus, you're right.

373

00:21:14,435 --> 00:21:16,610

That's more the exception

than the reality.

374

00:21:16,970 --> 00:21:17,240

Silvia Hernandes: Yeah.

375

00:21:17,270 --> 00:21:22,010

Well, it doesn't mean that we

cannot go back to that model again,

376

00:21:22,050 --> 00:21:25,860

because there's so many components,

things are changing so fast and

377

00:21:25,860 --> 00:21:27,680

people react in a different matter.

378

00:21:27,760 --> 00:21:28,160

Right?

379

00:21:28,420 --> 00:21:32,250

So things that were not important

in the past, it can be today.

380

00:21:32,580 --> 00:21:36,170

You may have, for example, the

millennial generation that.

381

00:21:36,425 --> 00:21:38,725

Nowadays it's called, I

want to make an impact.

382

00:21:39,805 --> 00:21:41,185

It's not for everybody.

383

00:21:41,305 --> 00:21:47,285

Some people wants to stay in a place and

grow their career or not, or just deliver

384

00:21:47,285 --> 00:21:49,445

a good job, but stay where they are at.

385

00:21:49,910 --> 00:21:54,580

And we need people like that, we need

going back to the example, right?

386

00:21:54,580 --> 00:21:57,330

So we need people in an assembly line.

387

00:21:57,750 --> 00:22:01,040

Sometimes you want people to grow

while they don't want to grow.

388

00:22:02,370 --> 00:22:03,270

They're happy there.

389

00:22:03,270 --> 00:22:06,170

So we need to respect that as well.

390

00:22:06,600 --> 00:22:07,050

Right?

391

00:22:07,290 --> 00:22:09,840

So promoting is not for everybody.

392

00:22:10,340 --> 00:22:12,580

So they are happy where

they're at, which is good.

393

00:22:13,000 --> 00:22:14,940

And then we need all those professionals.

394

00:22:14,940 --> 00:22:15,740

Freddy D: Absolutely correct.

395

00:22:16,100 --> 00:22:16,860

Absolutely correct.

396

00:22:17,250 --> 00:22:22,260

Very important statement there, because

sometimes we promote people, and now

397

00:22:22,260 --> 00:22:26,100

they're into that position, and they're

not happy in that position because

398

00:22:26,100 --> 00:22:30,540

they're not comfortable in that position,

and now their productivity goes down,

399

00:22:30,550 --> 00:22:36,100

and et cetera, and they end up quitting

because they're completely unhappy.

400

00:22:36,665 --> 00:22:40,585

And the results are what

we've just been talking about.

401

00:22:41,275 --> 00:22:44,305

Now you've got to start that

whole process all over again.

402

00:22:44,645 --> 00:22:49,405

And had that person just, respected

their mindset that they were happy

403

00:22:49,405 --> 00:22:52,235

where they're at, you could have found

somebody else to fill that position.

404

00:22:52,780 --> 00:22:53,080

Silvia Hernandes: Yeah,

405

00:22:53,150 --> 00:22:54,960

Freddy D: And you would have

not lost the productivity and

406

00:22:54,990 --> 00:22:56,190

the money and everything else.

407

00:22:56,390 --> 00:22:59,440

Silvia Hernandes: Yeah, I'll

go beyond Freddie on that one.

408

00:22:59,450 --> 00:23:04,810

I think it promoting the wrong

person or the unprepared person.

409

00:23:05,370 --> 00:23:09,120

It is the worst that

can happen to turnover.

410

00:23:09,120 --> 00:23:09,920

And why?

411

00:23:10,440 --> 00:23:15,620

Because we know that more than 80

percent of turnover happens because

412

00:23:15,620 --> 00:23:19,500

of people, because of behavior

and not because of performance.

413

00:23:19,690 --> 00:23:20,850

This is out there.

414

00:23:20,910 --> 00:23:23,380

There are several, studies on this thing.

415

00:23:23,670 --> 00:23:29,600

So if the supervisor is not prepared

to deal with the people, they quit

416

00:23:30,100 --> 00:23:31,920

and your turnover starts there.

417

00:23:32,130 --> 00:23:33,650

But how did you start it?

418

00:23:33,670 --> 00:23:40,040

Because you put in a supervisory role,

a person that perhaps is doesn't want

419

00:23:40,040 --> 00:23:45,540

it wants the money, but doesn't want the

job per se, the work, or is not prepared.

420

00:23:45,540 --> 00:23:49,094

And that happens all the time,

all the time until this day.

421

00:23:49,094 --> 00:23:49,385

Freddy D: Yeah.

422

00:23:49,565 --> 00:23:51,125

They're not giving management training.

423

00:23:51,135 --> 00:23:54,225

They're not given training

to how to deal with people.

424

00:23:54,495 --> 00:23:58,555

It's like, okay, we put you

into this position, go to work

425

00:23:58,635 --> 00:24:00,095

and you're like what do I do?

426

00:24:00,095 --> 00:24:04,785

And then the first situation that comes

up is usually handled incorrectly,

427

00:24:04,805 --> 00:24:06,815

because they don't know how to handle it.

428

00:24:07,175 --> 00:24:12,165

And so now you've got a double whammy

because that employee that came up to the

429

00:24:12,165 --> 00:24:16,075

new supervisor for assistance is unhappy.

430

00:24:16,515 --> 00:24:16,795

Yeah.

431

00:24:16,795 --> 00:24:21,745

Supervisor's unhappy because he

knows, or she knows that they.

432

00:24:22,005 --> 00:24:26,815

Didn't handle it appropriately and

it just now you've just created

433

00:24:26,815 --> 00:24:28,275

a whole negative situation.

434

00:24:28,445 --> 00:24:28,865

Silvia Hernandes: Oh, yeah.

435

00:24:28,865 --> 00:24:29,885

It's no boss.

436

00:24:29,965 --> 00:24:30,805

Absolutely.

437

00:24:30,825 --> 00:24:32,995

So that supervisor is not happy.

438

00:24:33,515 --> 00:24:37,375

The manager is also not happy because

productivity is falling because he

439

00:24:37,395 --> 00:24:41,645

doesn't know what to do impacts the

morale because the person doesn't

440

00:24:41,645 --> 00:24:43,155

know how to deal with the people.

441

00:24:43,685 --> 00:24:47,755

So, and then you have some

people unhappy so they may leave.

442

00:24:47,755 --> 00:24:50,975

Imagine that if three, four people

leave in the department because of

443

00:24:51,360 --> 00:24:53,140

Freddy D: Well, I've seen it happen.

444

00:24:53,730 --> 00:24:54,210

Silvia Hernandes: Me too.

445

00:24:54,670 --> 00:24:56,500

I mean, and it happens.

446

00:24:57,085 --> 00:25:00,195

Freddy D: And it has a profound

negative impact on the business.

447

00:25:00,555 --> 00:25:01,445

Silvia Hernandes: Absolutely.

448

00:25:01,645 --> 00:25:04,685

Freddy D: Customers start

realizing something's not right.

449

00:25:04,935 --> 00:25:08,975

They start to, it, even though there's

no word that may go out, but they

450

00:25:08,975 --> 00:25:11,075

recognize that something's not right.

451

00:25:11,310 --> 00:25:14,020

Silvia Hernandes: Something's

happening, they don't get the

452

00:25:14,020 --> 00:25:18,390

responses back from the, because

the people aren't there to respond.

453

00:25:18,800 --> 00:25:24,450

So, it's, it starts to create a bigger

snowball problem, if it's not rectified

454

00:25:24,450 --> 00:25:26,460

very quickly, you start losing customers.

455

00:25:26,460 --> 00:25:26,880

Absolutely.

456

00:25:27,180 --> 00:25:31,150

There's no ball very fast, but you

know, I think nowadays there are tools

457

00:25:31,200 --> 00:25:33,780

that we can apply to those things.

458

00:25:33,810 --> 00:25:37,200

And then I'm a little biased

to say about behavior because

459

00:25:37,220 --> 00:25:38,900

I believe so much in behavior.

460

00:25:39,370 --> 00:25:46,320

Understand how the person really operates

in a work scenario and then try to fit

461

00:25:46,800 --> 00:25:50,970

that personality to the job at hand.

462

00:25:51,620 --> 00:25:53,880

And then when you find that match.

463

00:25:54,250 --> 00:25:59,730

The possibility of success, grows

tremendously, but some people

464

00:25:59,730 --> 00:26:01,360

are not applying those tools.

465

00:26:01,390 --> 00:26:07,870

And then I will, I would go to,

to call for, apply those because

466

00:26:08,120 --> 00:26:10,360

the results are tremendous.

467

00:26:10,600 --> 00:26:14,990

Or at least the possibility

of success is greater than not

468

00:26:15,000 --> 00:26:18,720

doing anything and just promoting

because it comes down to behavior.

469

00:26:19,860 --> 00:26:21,200

It really comes down to behavior.

470

00:26:21,680 --> 00:26:25,610

You are for this position or you tend to

be successful in this position or not.

471

00:26:25,620 --> 00:26:31,050

So there are ways that we can

evaluate this before promoting.

472

00:26:31,050 --> 00:26:36,450

Freddy D: So, Sylvia, how can somebody

find you to get some advice with

473

00:26:36,450 --> 00:26:40,450

their HR or look at even bringing

your services on to their company?

474

00:26:41,110 --> 00:26:42,870

Silvia Hernandes: My website is in there.

475

00:26:42,930 --> 00:26:44,070

So is leanhrpartners.

476

00:26:45,600 --> 00:26:46,060

net.

477

00:26:47,650 --> 00:26:49,520

So I am located in Scottsdale.

478

00:26:49,560 --> 00:26:53,050

So I also LinkedIn Sylvia

Hernandez LinkedIn in there, can

479

00:26:53,070 --> 00:26:54,760

find me and my company there.

480

00:26:55,340 --> 00:26:55,680

Freddy D: Okay.

481

00:26:56,150 --> 00:27:01,230

And if someone was to reach out, what

would be, do you have a free assessment

482

00:27:01,230 --> 00:27:03,790

or do you kind of take a look at stuff?

483

00:27:03,800 --> 00:27:04,130

Silvia Hernandes: Yeah.

484

00:27:04,180 --> 00:27:08,310

Reaching out, I can, for example,

give a free assessment on the

485

00:27:08,310 --> 00:27:10,700

personality on the individual level.

486

00:27:10,730 --> 00:27:14,470

If it's for organizations, we can

do also for the entire organization

487

00:27:14,520 --> 00:27:19,050

And see what fits what, of

course, is not personality alone.

488

00:27:19,350 --> 00:27:25,710

It is an exercise that we compare how

the person operates with the job that the

489

00:27:25,710 --> 00:27:32,845

person has or will have and then advice

if it's a good match or not a good match.

490

00:27:33,275 --> 00:27:33,615

Freddy D: Okay.

491

00:27:33,855 --> 00:27:34,325

Excellent.

492

00:27:34,795 --> 00:27:38,575

We probably should have you on

another show to talk more about

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00:27:38,585 --> 00:27:42,575

personality types and how that comes

into a play with the work environment

494

00:27:42,575 --> 00:27:43,785

and the culture of a company.

495

00:27:44,165 --> 00:27:44,925

Silvia Hernandes: Absolutely.

496

00:27:44,985 --> 00:27:45,945

I'll be happy too.

497

00:27:45,965 --> 00:27:46,175

Freddy D: All right.

498

00:27:46,215 --> 00:27:49,455

Sylvia, thank you very much for being

on the business superfans podcast.

499

00:27:49,465 --> 00:27:52,305

You've been a guest and we

look forward to continuing

500

00:27:52,375 --> 00:27:53,645

the conversation another day.

501

00:27:53,995 --> 00:27:54,715

Silvia Hernandes: Oh, thank you.

502

00:27:54,755 --> 00:27:55,665

Thank you so much, Fred.

503

00:27:55,665 --> 00:27:57,055

It's been my pleasure.

504

00:27:57,225 --> 00:27:57,625

Thank you.

505

00:27:57,645 --> 00:27:58,775

I'll see you in another time.

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