Amanda Konarek

Writing a job description is not an exact science so do the best you can and use technology to help you. I start by using real language. I write the JD in the same tone that the company speaks in and base it on the company's values. When I have a draft ready, I'll run it through a gender decoder tool and an AI content tool with specific instructions to look for areas to optimize for your specific strategy. Finally, we'll add in the human element as a team. Don't forget to add in the fun!

To center the human element in HR transformation and align people operations with company goals, it's vital to shape programming guided by company values. This ensures that initiatives not only embody the organization's core spirit but also forge a connection between individuals and the overarching mission. By infusing programming with company values, a workplace culture with shared principles is nurtured, creating an environment where individuals find profound purpose and alignment. This transforms people operations into a strategic force, meeting immediate goals while contributing to sustained organizational success and growth.

First, appreciation and recognition are two different things. Appreciation should be ingrained in a company's culture and a part of daily life. Recognition should also be ingrained in company culture but will look different to everyone. An exercise that I have found valuable is to ask people how they like to be recognized as part of the onboarding process. This can be done as part of a 'best self bio' you ask them to write and then house it in your HRIS or performance management tool for constant reference. We should never guess how someone likes to be recognized.

Designing a unique hiring experience starts with your company values. The experience a candidate has with your organization should match your value set and your employer branding. If you say that you are transparent, creative, risk tolerant, fast moving, etc. then show candidates that any time they interact with you. When a candidate walks away saying 'I didn't get that role but I really want to work there' you've won.

Building rapport and trust is simple 1) consistently do what you say you are going to do 2) be authentic, open, and transparent 3) find connection points with those you are building rapport with. Often those connection points have nothing to do with work. Find out what really makes someone excited about life. Be an active listener, be willing to share yourself, and be vulnerable.

Asking for testimonials and referrals is essential to building a consulting business that truly reflects you. It is extremely important for me to work with companies that share my values, which is what I mean when I say 'building a consulting business that truly reflects you. Holding myself to this standard means I don't ask every client for referrals and testimonials. For the others, I have baked it into my process so it feels natural and when you deliver it makes it easy for that client to want to give you a testimonial.