2020walkerconsultinga5a54a58

“Do I Really Need HR? My Office Only Has 5 People.”

Mon, 26 May 2025 04:45:58 GMT

By Dr. Nikie Walker, Ed.D. | HR Consultant & Leadership Strategist | 20/20 Walker Consulting

Let me guess—you’ve got five employees, everyone wears multiple hats, and HR issues feel more like “just part of running a business” than something you need outside help for. Sound about right?

If you’re a small business owner, you might be wondering if hiring an HR consultant is overkill. After all, you’re not Google. You’re not hiring 20 people a month or dealing with massive payroll systems. But let me tell you something: small teams still need big structures when it comes to people management.

So, do you really need HR? Let’s talk about it.

The Truth About Small Businesses and HR

When you’re running lean, you don’t have a safety net. There’s no HR department down the hall or legal team to tap in when something goes sideways. That means you are the HR department on top of being the CEO, marketing team, scheduler, and coffee runner.

Sound exhausting? It is. And it’s also risky.

You don’t need a full-time HR person on payroll—but you do need someone who can keep your business protected, your people happy, and your processes running smoothly. That’s where an HR consultant (like me) comes in.

Why Even a 5-Person Office Needs HR Support

Here’s the thing: HR isn’t just about hiring and firing. It’s about protecting your business and creating a workplace where people actually want to work.

Here’s what an HR consultant can bring to your team:

1. Compliance Without the Headache

Employment laws change all the time. Wage and hour rules, I-9s, ADA accommodations, OSHA—you name it. One misstep, and suddenly you’re facing fines or lawsuits. A consultant helps you stay on the right side of the law without you having to learn legalese on your lunch break.

2. Better Hiring Decisions

Job descriptions that attract the right talent. Interview questions that actually tell you something. Background checks, offer letters, and onboarding paperwork that doesn’t leave you scrambling. Yup—we do that too.

3. Conflict? Resolved.

It’s all good... until it’s not. When workplace tension bubbles up, you need someone who knows how to de-escalate, mediate, and coach through it. Ignoring conflict or handling it poorly can cost you a good employee—or worse, end up in court.

4. Policy = Protection

“No policy” = “no defense” if something goes wrong. You need clear employee policies—how PTO works, what’s considered harassment, and what happens if someone quits without notice. HR consultants help you build this from scratch, tailored to your business.

5. Cost-Effective and Scalable

Let’s be real: hiring a full-time HR manager doesn’t make sense for most small businesses. But outsourcing HR on an as-needed basis? That’s smart business. It gives you access to expertise without the overhead.

When Should You Bring in an HR Consultant?

If you’ve said “yes” to any of these, it might be time:

You’re overwhelmed with HR tasks and can’t keep up
You’re worried you’re not fully compliant (or don’t know what you don’t know)
You’re hiring and want to do it right the first time
You’ve had employee issues but aren’t sure how to handle them legally or fairly
You’re planning to grow and want to build the right foundation

The Bottom Line

You don’t need to be a big company to think big. And you don’t need a full HR department to have HR support.

Whether it’s getting your policies in place, handling a tricky employee issue, or just giving you peace of mind, an HR consultant is your behind-the-scenes business partner—one who helps you avoid costly mistakes and build a workplace you’re proud of.

So yes, even with five employees, you need HR. Not because you're doing something wrong—but because you're doing so much right and deserve to do it with less stress, fewer risks, and more confidence.

Need help getting started? I’ve got you. Let’s chat.

The Power of Psychological Safety in the Workplace

Mon, 26 May 2025 04:41:57 GMT

By Dr. Nikie Walker, Ed.D. | HR Consultant & Leadership Strategist | 20/20 Walker Consulting

On the first day of class, I set clear expectations for my students: My classroom is a space for learning, and I will not tolerate snickering, laughing, or making fun of anyone for their comments, questions, or opinions. I emphasize that if they don’t feel safe to participate—if they fear being judged or ridiculed—they cannot truly learn. This concept is known as psychological safety, and it is just as critical as physical safety.

Imagine walking into a classroom where you constantly fear for your physical well-being. Your mind would be consumed with thoughts of self-preservation, leaving little room for learning. The same principle applies to psychological safety—when individuals fear speaking up, making mistakes, or sharing ideas, they cannot fully engage or contribute.

According to McKinsey & Company (2023), psychological safety means “feeling safe to take interpersonal risks, to speak up, to disagree openly, and to surface concerns without fear of negative repercussions or pressure to sugarcoat bad news.” This is not just a trendy management philosophy; it’s a fundamental concept rooted in decades of research.

In fact, Maslow’s Hierarchy of Needs, as discussed by McLeod (2024), outlines psychological safety as an essential requirement for growth and productivity. Just as employees need food, water, and shelter, they also need a safe environment—both physically and emotionally—to thrive in the workplace.

Simple Psychology (2024)

Why Psychological Safety Matters in the Workplace

You might be thinking, That’s great for a classroom, but how does this apply to my office? Psychological safety has a direct impact on business success. When employees feel safe to share ideas, ask questions, and take risks, organizations reap significant benefits, including:

Increased innovation and creativity
Improved collaboration and teamwork
Higher employee engagement and productivity
Enhanced learning and development opportunities
Greater job satisfaction
Lower employee turnover
Stronger diversity and inclusion efforts
Improved mental well-being (LeaderFactor, 2025)

How to Measure Psychological Safety in Your Organization

Many leaders assume they’ve created a psychologically safe work environment—but have you actually asked your employees? Conducting an anonymous survey (Microsoft Forms or Google Forms can provide this platform for you for free) with a simple 5-point scale can provide valuable insights. Consider asking your team the following questions (Gallo, 2023):

1. If I make a mistake on this team, it is not held against me.

2. Team members feel comfortable bringing up problems and challenging issues.

3. People on this team accept others for being different.

4. It is safe to take risks in this environment.

5. It’s easy to ask for help from colleagues.

6. No one on this team deliberately undermines others’ efforts.

7. My unique skills and talents are valued and utilized.

If the results indicate room for improvement, don’t panic—this is an opportunity to strengthen your leadership approach.

How to Foster Psychological Safety in the Workplace

Psychological safety doesn’t happen by accident. It requires intentional leadership and a commitment to creating a culture of trust. Gallo (2023) suggests that leaders can build psychological safety by:

1. Making it clear why employees’ voices matter. Employees need to know their input has value and will not be ignored.

2. Admitting your own fallibility. Leaders who acknowledge their own mistakes create an environment where others feel safe to do the same.

3. Responding productively. If employees speak up and are met with anger, defensiveness, or punishment, they’ll never speak up again.

Leadership Requires Humility and Open Dialogue

Leadership isn’t about power and decision-making—it’s about listening, learning, and setting aside ego. If you ask employees for their honest feedback, be prepared to hear things you may not like. That’s part of growth. Certainly, a hard lesson I had to learn along the way.

Managing people is hard. Every individual is different, with unique strengths and challenges. But when you create a space for open, respectful dialogue, your employees will feel empowered to contribute their best work.

When I was a practice manager, I told my employees: I want to hear your issues, your problems—and your solutions. I’m not going to act on everything you suggest, but I want to hear what you have to say. A psychologically safe workplace doesn’t mean avoiding conflict or sugarcoating reality; it means creating an environment where constructive conversations lead to real improvements.

In today’s fast-paced world, fostering psychological safety isn’t just a “nice-to-have”—it’s a business necessity. When people feel safe to speak up, the entire organization benefits.

Giving Employees a Voice

Give your employees space to brainstorm together—without leadership in the room. This doesn’t mean you need to schedule a marathon brainstorming session. Instead, keep it simple. Give employees 10 minutes to generate 10 ideas for solving a workplace challenge or improving the customer experience. Or provide a SWOT analysis grid and ask them to identify the organization’s (internal) strengths, (internal) weaknesses, (external) opportunities, and (external) threats from their perspective.

The key is to create a judgment-free zone where ideas can flow, grow, and evolve without fear of criticism. Your employees can provide you perspectives that you can’t because you’re not walking in their shoes every day. They experience challenges firsthand and often have insights that leadership might overlook. When employees are part of the solution, they’re far more likely to take ownership, drive improvements, and enhance their work environment, leading to higher engagement and better retention.

You never know where the next great innovation will come from. Take Liquid Paper, for example—those of us old enough to remember using it might be surprised to learn it was actually invented by Bette Nesmith Graham, a secretary at Texas Bank and Trust, who created it while working for an executive, W.W. Overton.

Your employees are your greatest asset. When given the space and trust to share their ideas, they can come up with creative and insightful solutions that drive meaningful change.

When people feel safe to speak up, the entire organization benefits. So, ask yourself: Is your workplace truly safe for open dialogue? If not, why, and what steps can you take today to change that? And if you're looking for ways to foster a more open and productive work environment, thoughtful conversations are always a good place to start. If you ever need further guidance on how to create that space, I’m always here to help.

References

Gallo, A. (2023, February 15). What is psychological safety? Harvard Business Review. https://hbr.org/2023/02/what-is-psychological-safety
LeaderFactor. (2025, January 27). Benefits of psychological safety. LeaderFactor. https://www.leaderfactor.com/learn/benefits-of-psychological-safety
McKinsey & Company. (2023, July 17). What is psychological safety? McKinsey & Company. https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-psychological-safety
McLeod, S. (2024, January 24). Maslow's hierarchy of needs. Simply Psychology. https://www.simplypsychology.org/maslow.html

The Hidden Cost of Caring: Understanding and Addressing Emotional Labor

Mon, 26 May 2025 04:37:06 GMT

By Dr. Nikie Walker, Ed.D. | HR Consultant & Leadership Strategist | 20/20 Walker Consulting

As a professor of business and a human resources consultant, I’ve seen firsthand how emotional labor quietly shapes our workplaces. But my personal introduction to this invisible workload came years ago, when I was managing my family’s optometry practice. Sure, I was handling the day-to-day operations—scheduling, billing, customer service—but there was a whole second layer of effort happening behind the scenes: making sure patients felt cared for, employees felt supported, and tensions were diffused with a calm, reassuring tone. That, my friends, is emotional labor.

The term was first coined by sociologist Arlie Hochschild in her 1983 book The Managed Heart. She defined emotional labor as managing your emotions to meet the emotional demands of your job—especially when the emotions you feel don’t match the emotions you’re expected to show. In other words, it’s not just the job you’re doing—it’s how you have to feel while doing it.

You’ve likely performed emotional labor without even realizing it. Smiling at a rude customer. Staying calm when you’re frustrated. Comforting a stressed-out coworker when you barely have enough energy for yourself. These emotional efforts are especially common in caregiving roles, customer service, healthcare, education, and yes—human resources.

According to Simply Psychology, unmanaged emotional labor can take a toll on mental health, leading to burnout, anxiety, and emotional exhaustion. Over time, it creates an internal tug-of-war: your outer behavior says “everything’s fine,” while your inner world is waving a red flag. And the kicker? Most people don’t get acknowledged—or compensated—for it.

A powerful piece from the Greater Good Science Center dives deeper into why emotional labor matters. It explains how this kind of work disproportionately affects women and people of color, who often feel added pressure to remain composed, agreeable, or “non-threatening” in the workplace. That’s an extra emotional burden stacked on top of their actual job duties. It’s no surprise that emotional labor often becomes unsustainable—especially when it’s expected but invisible.

Let me give you a real-world example. During my time running our optometry practice, there were days when I’d go from comforting a grieving patient who just lost a loved one to calming down a frustrated staff member in the breakroom. That emotional switch-flipping was exhausting—and yet, it was never mentioned in any job description or performance evaluation. It just came with the territory.

So how do we fix this? How do we bring emotional labor out of the shadows and into the conversation?

Here are five practical strategies organizations can use to recognize and mitigate emotional labor:

1. Acknowledge It Out Loud

Start by naming it. When managers and leaders validate emotional labor, employees feel seen. Something as simple as saying, “I know that was a tough conversation—thank you for handling it with empathy,” can go a long way in reducing feelings of invisibility.

2. Offer Emotional Intelligence Training

We train people on software and systems—why not emotions? Emotional intelligence (EQ) training helps employees recognize their own emotional triggers and respond more skillfully to others. It also teaches managers how to support team members who may be experiencing emotional fatigue.

3. Encourage Safe, Open Conversations

Create space for people to talk about how they’re feeling, without fear of being labeled as “dramatic” or “too sensitive.” Psychological safety in the workplace allows employees to share their emotional experiences, vent when needed, and ask for support before burnout sets in.

4. Invest in Mental Health Resources

This isn’t just about offering an EAP number and calling it a day. Make sure employees know what resources are available—whether it’s therapy stipends, access to a mental health app, or simply time off to recharge. Emotional labor takes energy. Employees need time and tools to recover.

5. Design Work with Balance in Mind

Flexible work hours, clear boundaries around availability, and support for time off are crucial. Encourage breaks. Don’t glorify overwork. Emotional labor doesn’t stop at 5 p.m.—especially for caregivers or parents—so companies should help employees find ways to recharge both at work and at home.

Let’s be honest—emotional labor isn’t going anywhere. It’s woven into how humans interact, especially in fields where connection, compassion, and communication are part of the job. But when we treat emotional labor as real work (because it is), we move toward more equitable, supportive workplaces.

In closing, emotional labor is often the glue that holds teams, customer relationships, and even entire workplaces together. But that glue can crack under pressure if no one acknowledges the weight it carries. If we want healthier, more sustainable organizations, we need to recognize, reward, and redistribute emotional labor.

Because when we take care of the people who are always taking care of everyone else? Everybody wins.

References:

Hochschild, A. R. (1983). The Managed Heart: Commercialization of Human Feeling. University of California Press.
Reese, H. (2023). What Is Emotional Labor and Why Does It Matter? Greater Good Science Center.
Simply Psychology. (n.d.). Emotional Labor. Retrieved from simplypsychology.org

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The Essential Guide to Human Resources for Small Businesses

Mon, 26 May 2025 04:32:18 GMT

By Dr. Nikie Walker, Ed.D. | HR Consultant & Leadership Strategist | 20/20 Walker Consulting

Human Resources (HR) might seem like a big-business concern, but it's just as crucial for small businesses. Whether you have five employees or fifty, managing your team effectively is key to long-term success. A well-structured HR approach can help attract top talent, boost productivity, and ensure compliance with ever-changing regulations. Here’s what small business owners need to know to build and maintain a successful HR foundation.

________________________________________

Core HR Functions Every Small Business Should Master

Recruitment and Hiring:

Finding the right people starts with a smart recruitment strategy. Clear job descriptions, targeted outreach, and a streamlined screening process help attract qualified candidates. Efficient hiring not only fills roles quickly but also sets the stage for long-term employee satisfaction.

Onboarding:

First impressions matter. An organized onboarding process introduces new hires to your company culture, clarifies their responsibilities, and builds early engagement. It’s your opportunity to set expectations and make new employees feel like valued team members from day one.

Training and Development:

Investing in employee growth pays dividends. Offering training sessions, mentorship programs, or access to online learning platforms ensures your team has the skills they need to succeed—and the tools to grow within your company.

Compensation and Benefits:

Competitive pay and benefits aren’t just nice to have—they're essential. Benchmark salaries and ensure your benefits package (including health insurance, retirement plans, and paid time off) remains attractive. Fair compensation is a cornerstone of employee satisfaction and retention.

Performance Management:

Set clear goals, provide regular feedback, and conduct performance reviews. This helps align individual efforts with business objectives and encourages continuous improvement. Recognize achievements and address areas for growth in a constructive, forward-looking way.

Employee Relations:

A positive work environment fosters collaboration and loyalty. Address concerns promptly, resolve conflicts diplomatically, and ensure open lines of communication. HR should be seen as a support system, not just a rule enforcer.

Legal Compliance:

Labor laws are complex and vary by location. From wage regulations to workplace safety, staying compliant helps you avoid fines and legal issues. Make it a priority to stay current on HR laws affecting your business.

Payroll and Benefits Administration:

Accurate, timely payroll and benefits administration is vital. Employees rely on you for correct pay and benefits, so systems must be both reliable and user-friendly. Mistakes here can quickly damage morale.

Policy Development:

Clear, well-documented policies promote fairness and consistency. Develop an employee handbook covering everything from attendance to grievance procedures. Regular updates ensure your policies stay relevant and legally compliant.

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Managing HR in a Small Business: Your Options

In-House HR:

If resources allow, appointing a dedicated HR professional or team ensures focused, personalized support for your employees.

Outsourcing:

For many small businesses, hiring an HR consulting firm or subscribing to HR software solutions offers cost-effective expertise. Outsourcing can cover payroll, compliance, or even full HR management.

Hybrid Approach:

Combining in-house oversight with outsourced support often offers the best of both worlds—personal touch with professional backup. For example, keep performance management in-house while outsourcing payroll and benefits.

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Why HR Matters: The Benefits for Small Businesses

• Time Savings: Streamlined HR processes let you focus on growing your business.

• Attracting Top Talent: A professional approach to HR enhances your employer brand.

• Improved Engagement: A well-managed team is more motivated, productive, and loyal.

• Legal Compliance: Reduces your exposure to costly legal issues.

• Risk Reduction: Clear policies and procedures help prevent and resolve problems before they escalate.

• Increased Productivity: Engaged employees who know what’s expected of them deliver better results.

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Tips for Effective HR in Small Businesses

1. Prioritize HR: Allocate time, budget, and attention to HR just like any other business function.

2. Invest in HR Technology: Tools like HR management software can automate tasks like scheduling, benefits tracking, and performance reviews.

3. Focus on Employee Well-being: Supportive workplace cultures drive loyalty and performance.

4. Stay Informed: Subscribe to updates on labor laws and consider regular training for HR responsibilities.

5. Consider Outsourcing: Evaluate what you can handle in-house and what’s better left to the experts.

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HR isn’t just about paperwork; it’s about people. Effective HR management can be the key to sustainable growth and long-term success for small businesses. Whether you choose to build your HR capabilities in-house, outsource, or take a hybrid approach, the right strategy will empower your people—and your business—to thrive.

A Case Against That Promotion

Mon, 26 May 2025 04:29:02 GMT

By Dr. Nikie Walker, Ed.D. | HR Consultant & Leadership Strategist | 20/20 Walker Consulting

When I entered the workforce—too many years ago to mention—the only way to make more money, gain respect, and finally snag that corner office was to "climb the corporate ladder." Many industries still operate with this mindset, not just in corporate America. However, in recent years, there's been a subtle shift. With the phrase "work-life balance" gaining momentum since the '80s, employees are starting to realize that the responsibilities and pressures tied to promotions might not be worth the trade-off.

We’re also recognizing that just because someone excels at managing the books doesn't mean they'll thrive managing people. Leadership and management require an entirely different skill set than being efficient in their current role. Many employees, flattered by the offer of a promotion or enticed by a pay bump, dive in headfirst. But once in the role, they can feel overwhelmed, overworked, and stressed out. Essentially, they’ve been set up to fail or quit—and no one wins in that scenario.

So, What Can Employers Do?

As an employer, manager, or leader, consider these two approaches to support employee growth without pushing them into management roles:

1. Job Enlargement

According to an article from the Academy to Innovate HR, job enlargement involves expanding an employee's role with additional tasks:

Horizontal Job Enlargement: Adding tasks similar to the employee's current duties. For example, expanding a salesperson’s territory to boost commission potential while increasing the company’s regional presence.
Vertical Job Enlargement: Increasing an employee's scope of responsibilities and autonomy. For example, allowing an administrative assistant to manage the budget for team-building activities or oversee new hire training. This fosters a sense of fulfillment, trust, and contribution to the organization.

Advantages:

Reduces monotony
Promotes skill development and career growth
Increases employee engagement and satisfaction
Improves efficiency and productivity
Provides more autonomy and accountability

Disadvantages:

Potential decrease in efficiency
Risk of lower-quality work
Job Creep: Success with added tasks can lead to piling on more duties without proper support

2. Job Enrichment

In the article Difference Between Job Enlargement and Job Enrichment on Testbook, job enrichment is defined as adding tasks that provide a deeper, more meaningful layer to an employee's role.

Advantages:

Increased job satisfaction
Enhanced skill development
Personal growth opportunities
Greater autonomy, empowerment, and decision-making
Sense of achievement
Career advancement potential
Higher motivation
Improved retention and employee buy-in

Disadvantages:

Skills and knowledge gaps may emerge
Resistance to change
Potential for increased stress
Higher expectations without adequate support
Increased costs for training and development
Potential conflicts of interest
Reduced task efficiency

Determining Employee Strengths

Identifying the skills an employee possesses and understanding how they can excel within your organization is one of the most challenging aspects of leadership. It requires a keen eye for talent, a deep understanding of organizational needs, how they align with your organization’s mission and vision and a proactive approach to employee development. The goal is to align individual strengths with roles that not only drive business success but also foster personal growth and job satisfaction.

How Do You Know What’s Right for Your Employees?

Communication. Communication. And when you think you’ve communicated enough? Communicate some more.

Employees are as unique as fingerprints. Some will tell you straight up, "I don't like this situation." Others will nod, say, "Whatever you need me to do," and then vent to anyone who'll listen about how much they hate the new arrangement.

I’m a big fan of anonymous surveys and trial periods for new roles. Don’t be afraid to experiment with new approaches but also allow employees the grace to step back if it’s not the right fit. Support your employees in their new role and provide resources and training where needed. Frequent check-ins are vital to their success as well. Flexibility and adaptability aren’t just a buzzword; it’s essential leadership.

References:
Testbook. (2023, June 21). Difference Between Job Enlargement and Job Enrichment. Retrieved February 4, 2025, from https://testbook.com/key-differences/difference-between-job-enlargement-and-job-enrichment

van Vulpen, E. (n.d.). What is Job Enlargement? [A Guide + 3 Examples]. AIHR. Retrieved February 4, 2025, from https://www.aihr.com/blog/job-enlargement/

The HR Headaches You Didn’t Know You Had: 7 Costly Mistakes Small Businesses Make with Their People Policies

Mon, 26 May 2025 04:13:05 GMT

By Dr. Nikie Walker, Ed.D. | HR Consultant & Leadership Strategist | 20/20 Walker Consulting

If you’re running a small business, chances are your HR “department” is either a one-person show or a rotating list of whoever drew the short straw that week. Trust me, I’ve been in the trenches with business owners just like you. You’re juggling patient/client care, payroll, complaints, and maybe even plunging the breakroom sink. So, HR often gets pushed to the bottom of the list… until it implodes and no one is happy, especially you!

1. Your Handbook Is Either a Dinosaur or a Ghost

If your employee handbook is collecting more dust than policies, it’s a liability, not a resource. And if you don’t have one at all? That’s an even bigger problem. Outdated or missing handbooks leave your business vulnerable to lawsuits, noncompliance, and inconsistent decision-making.

Pro Tip: Review your handbook at least once a year—and immediately after any legal or organizational changes. It’s your culture in print. Keep it current.

2. You’re Not Documenting—Until You Wish You Had

Performance issues, I-9 forms, time-off requests—if it’s not documented, it didn’t happen. I know documentation feels tedious, but skipping it invites risk and weakens your ability to protect your business if things go south.

Pro Tip: Create a simple process for performance notes, file audits, and disciplinary actions. Good documentation is not about being punitive, its about being prepared.

3. Your Job Descriptions Are Vague (or Nonexistent)

When employees aren’t sure what they’re responsible for, you can expect confusion, missed deadlines, and finger-pointing. Clear, updated job descriptions help people do their best work and reduce the dreaded “that’s not my job” syndrome.

Pro Tip: Outline responsibilities, required skills, and expectations for each role—and update them as roles evolve.

4. Onboarding = “Figure It Out”

You can’t afford to treat onboarding like a rushed orientation or a quick “welcome aboard” email. When you onboard poorly, you set your team up to fail—and they’ll leave faster than you can say “turnover costs.”

Pro Tip: Create a 30-60-90 day plan for new hires. Introduce them to your culture, expectations, tools, and team. Don’t just fill the seat—set them up to thrive.

5. You’re Playing Fast and Loose with Labor Laws

Misclassifying employees (there are rules for who can be categorized as a salaried employee and who MUST be an hourly employee). Ignoring overtime rules. Did you know that employees must be paid time and a half for hours worked over 40? But did you also know that it is 40 hours of ACTUAL work? For example, if your employee was able to work 42 hours in a workweek, but 8 of those hours are holiday day pay, you do not have to pay OT on the 2 hours.

Overlooking harassment training. These are not small mistakes—they’re legal landmines. And trust me, ignorance won’t save you in court.

Pro Tip: Partner with an HR consultant (hi, that’s me!) or use a compliance tool to stay up to date. Labor laws change, and your policies should, too.

6. You Don’t Have a Conflict Resolution Plan

Disagreements are inevitable. But when your team doesn’t know where to take their concerns, or doesn’t trust the process, they’ll either quit or disengage.

Pro Tip: Establish a clear, confidential process for reporting and resolving issues. Train your managers to address problems before they become full-blown crises.

7. You Have Policies… Just Not in Writing

Telling employees to “just use common sense” doesn’t cut it anymore. You need written policies on conduct, safety, performance, and beyond. Why? because consistency protects everyone.

Pro Tip: Document your policies and make sure they’re accessible, readable, and reinforced in your culture. If it matters, put it in writing.

Your Policies Should Grow with Your Business

Small businesses evolve quickly. What worked when you had five employees won’t work when you have twenty. So treat your HR practices as living systems—not one-and-done documents. The best investment you can make isn’t just in hiring talent—it’s in protecting that talent (and your business) with proactive, people-centered HR policies.

And note that if you have a handbook and you don’t follow the policies because they are outdated, complicated, or not relevant, your handbook is worthless- and employees know that. Your leadership, polices, and practices will not be worth the paper they’re printed on.

If you're feeling overwhelmed or unsure where to start, I can help. At 20/20 Walker Consulting, I specialize in helping small businesses—especially those in healthcare and optometry—streamline their policies, stay compliant, and build thriving workplaces. Let’s chat.

Need help updating your HR policies or handbook?

Schedule a free consultation at www.2020walkerconsulting.org or connect with me on LinkedIn.

Introverts in the Workplace, It’s a Good Thing.

Tue, 11 Mar 2025 13:12:02 GMT

I am what you would call an extra extrovert. Being in the classroom, speaking at a conference, hosting a large dinner party are all events that energize me and excite me for the next event to come. Engaging with others invigorates me and making quick connections, whether it be the CEO of an organization or a mom from my child’s daycare has never been a problematic situation. Navigating the business world and being noticed are naturally easy for an extrovert.

However, not everyone that is or can be successful in an organization has an extroverted personality. The opposite of an extrovert is an introvert. Introverted personalities do not always equate to shy or reserved behavior. Some introverts are performers, teachers, have great ambition, are dynamic leaders or public speakers. Amy Schumer and Oprah consider themselves introverts. In a society that rewards extroverts, introverts can be overlooked. It should be noted that not everyone is all or nothing when it comes it introversion-extroversion. There is a range, and we all fall somewhere on that line.

What does introversion mean then? For some that fall into this category, it may mean that you need more down-time to recover from an event or a meeting. It could mean that you prefer a quieter workspace over an active, loud, crowded work environment. That after a full day of meetings, as much as you enjoyed and benefited from them, you are simply exhausted.

Morra Aarons-Mele in her article, “An Introvert’s Guide to Surviving on the Job” asks these questions to help determine if you are an introvert (Entrepreneur, 2021). “Do you feel replenished by being alone? Given the chance, would you spend a chunk of your workday in quiet instead of surrounded by co-workers in buzzy office?”

As leaders of your organization, you are often challenged to manage and recognize all the different perspectives, personalities and ways people like to interact with their fellow colleagues and management. It can also be difficult to distinguish best practices for your staff and organization. However, I do not think it has to be an either/or proposition for managing, maintaining and developing your staff.

The extroverts in your office do not have an issue with speaking up in a meeting or voicing their opinions about a change in policy. Yet, how can you empower your staff who take time to engage or are more hesitant to speak up?

Danielle Fallon-O’Leary in her article “10 Things You Should Know About Managing Introvert Employees” suggest the following (CO: U.S Chamber of Commerce, 2023):

ask for their input and preferences.
assign them a work buddy.
do not put them on the spot.
create an inclusive environment.
develop a rapport.
focus on their strengths.
allow them downtime.
practice patience.
celebrate them in small, personalized ways.
do not try to change them.

It is important to appreciate all the strengths and talents of your employees. Introverts bring a depth of understanding and a richness of perspectives that might be missed by others. For example, introverted employees tend to be more self-sufficient, reflective, connected and self-aware and resilient, as stated in an article by Robin Buckley, “6 Overlooked Superpowers of Introverts in the Workplace.” (Entrepreneur, 2021).

Additionally, they can have a deep understanding and focus on issues, higher levels of creativity, strong listening skills and thoughtful decision-making skills. Reflecting on your staff’s needs and addressing them in a way that is inclusive, understanding and supportive will grow your team, create deeper bonds among staff and produce an environment that is conducive to increased cooperation and cohesiveness.

Nikie Walker, Ed.D.

Brescia University-Division Chair/Assistant Professor- Charles A. Reid School of Business.

HR consultant/owner-20/20 Walker Consulting

Navigating Burnout: Strategies to Prevent Job Resignation

Tue, 11 Mar 2025 13:12:02 GMT

In today's fast-paced and demanding work environments, burnout has become a prevalent issue affecting professionals across various industries. The constant pressure to meet deadlines, coupled with high expectations and long working hours, can lead to physical and emotional exhaustion, which often pushes individuals to contemplate quitting their jobs. However, recognizing the signs of burnout and implementing proactive strategies can help prevent such extreme measures.

Burnout is not merely a result of excessive workload but is a complex interplay of various factors, including chronic stress, lack of control, and a feeling of inefficacy. Recognizing the early signs is crucial to addressing the issue before it spirals out of control. Common symptoms of burnout include fatigue, cynicism, reduced efficiency, and a decline in overall job satisfaction.

According to an article by The Mayo Clinic, Job Burnout: How to Spot it and Take Action (2023), if you answer yes to any of the following questions, you could have job burnout.

Do you question the value of your work?
Do you drag yourself to work and have trouble getting started?
Do you feel removed from your work and the people you work with?
Have you lost patience with co-workers, customers, or clients?
Do you lack the energy to do your job well?
Is it hard to focus on your job?
Do you feel little satisfaction from what you get done?
Do you feel let down by your job?
Do you doubt your skills and abilities?
Are you using food, drugs, or alcohol to feel better or to numb how you feel?
Have your sleep habits changed?
Do you have headaches, stomach or bowel problems, or other physical complaints with no known cause?

Additionally, the article states the following reasons for burnout such as:

Lack of control
Lack of clarity about what is expected of you
Conflicts with others
Too much or too little to do
Lack of support
Problems with work-life balance.

Strategies to Avoid Quitting Your Job Due to Burnout:

Yet it is important to recognize the difference between stress and burnout. As Liz Lewis discusses in her article, Beating Burnout: Advice from an Expert (2021), “Burnout is different from stress or exhaustion.” Lewis continues by saying, “All burnout is stress, but not all stress is burnout.” Cynicism can be a characteristic of burnout. Decreased productivity, procrastination, and “feeling annoyed” can also signal burnout.

So, what can you do to combat these feelings of burnout other than quitting your job?

Set Realistic Goals and Prioritize:

Establish achievable and realistic goals for yourself. Break down larger tasks into smaller, more manageable steps. Prioritize your workload based on urgency and importance, and do not hesitate to delegate when necessary. This helps create a sense of control and prevents feeling overwhelmed.

Establish Boundaries:

Clearly define your work hours and make a conscious effort to maintain a healthy work-life balance. Avoid overextending yourself by consistently working beyond regular hours. Communicate your boundaries to colleagues and supervisors to foster a supportive work environment.

Take Breaks and Vacations:

Regular breaks throughout the day can significantly impact your productivity and mental well-being. Additionally, do not underestimate the importance of taking vacations. Time away from work allows you to recharge and return with a fresh perspective.

Cultivate Supportive Relationships:

Foster positive relationships with colleagues and supervisors. Open communication channels can create a supportive work environment where you feel comfortable expressing concerns or seeking help when needed. A strong support system can mitigate the impact of stress and burnout.

Invest in Self-Care, including acknowledging small wins:

Prioritize self-care activities outside of work. Engage in hobbies, exercise, and spend quality time with friends and family. These activities play a crucial role in maintaining your overall well-being and resilience in the face of workplace challenges.

Seek Professional Help:

If you find yourself consistently struggling with burnout, consider seeking professional assistance. This may involve talking to a therapist or counselor who can provide guidance and coping strategies tailored to your specific situation.

Continuous Learning and Skill Development:

Stagnation in your career can contribute to feelings of dissatisfaction. Invest time in continuous learning and skill development to stay engaged and motivated. This could involve attending workshops, pursuing certifications, or taking on new responsibilities within your current role.

While burnout is a prevalent issue in today's professional landscape, it does not have to result in quitting your job. By recognizing the signs early on and implementing proactive strategies, you can navigate the challenges of the workplace and build a more sustainable and fulfilling career. Remember, taking care of your mental and emotional well-being is not a luxury but a necessity for long-term success and satisfaction in your professional journey.

Keep in mind that mitigating burnout requires continuous effort and commitment.

Nikie Walker, Ed.D.

Brescia University-Division Chair/Assistant Professor- Charles A. Reid School of Business.

HR consultant/owner-20/20 Walker Consulting

Job Applications

Tue, 11 Mar 2025 13:12:02 GMT

Have you ever wondered why job applicants should and need to complete an official job application form? I have been asked many times in my career why this step is necessary. It seems redundant, doesn’t it? After all, most applicants submit a resume with current and past employment history, education, and interests, right? There is a reason for this important step.

Although a person’s resume might be the first contact that you have with a job candidate, unfortunately sometimes this is not the most accurate information for that person. Quite often, a person seeking new employment may not have updated their resume with their most current information or they may have uploaded an old file. It is through the job application that they complete in your place of business, where you can obtain the most accurate and updated information.

According to Debra Kabalkin in her article. “5 Reasons Why Employment Application Forms Are Still Necessary”, These are the necessary reasons to have an interviewee complete a job application.

For screening candidates
As a legal document
To diminish the risk of discrimination
To have the applicant’s information organized
For compliance

Let me explain further. As I mentioned before, although maybe not intentional, applicants can take a certain amount of freedom when creating a resume. It is easy to leave out a job that they only worked for a few months or one that they may have been terminated from for just cause.

However, the application is a legal document. One where not only you convey to the applicant your legal responsibilities, such as your at-will policy or authorizations for reference/background/criminal history checks, but one in which the applicant understands that if they have misrepresentation of their job experience or education this can lead to rejection of their application from that position or if hired discipline up to and including termination.

Additionally, you have a consistent, uniform document in which you can organize the applicant's information, making sure to collect the same information for all applicants therefore ruling out the claim of discrimination because you gathered x information on applicant 1 but not on applicant 2.

This all can be confusing. So, what should you include in your job application? According to SHRM, they recommend that the following information be included on your job application form:

Legal name
Address, phone number, and email address
Eligibility to work in the U.S.
Education information & graduation dates
Qualifications
Availability (when the candidate can start working)
Employment history (companies, positions held, and dates of employment)
Permission to contact previous employers.
Desired salary
References

The bottom line is a job application protects you as the employer, where are you able to express not only your rights and responsibilities but also gives the potential employee the opportunity to have a clear and accurate record of who they are.

If there was ever a claim of discrimination brought to you and you do not have an official job application, there would be little recourse for you as an employer to defend yourself and/or your organization.

If you need a job application, I would be happy to assist.

Nikie Walker, Ed.D.

Brescia University-Division Chair/Assistant Professor- Charles A. Reid School of Business.

HR consultant/owner-20/20 Walker Consulting

https://2020walkerconsulting.org/

For further information, please reference the following:

Interview Questions…The Do’s and Don’ts

Tue, 11 Mar 2025 13:12:02 GMT

You have a position to fill. Recruitment is a necessary task for the daily function of your office but not a particularly fun activity. You have advertised, received too many emails to count, and narrowed it down to 10 candidates to interview. Of those 10, you have received five responses. You have scheduled the interviews on your day off or will fit them in between patients. It is not an ideal situation but necessary for the process.

How can you maximize your time with the candidate, glean the most useful information and pick the best person for the job? There can be a lot of confusion surrounding the questions that you can ask to get to know the applicant and the questions that you cannot ask.

There are many topics that are off-limits when interviewing candidates. Any questions that could impact your decision-making process in a discriminatory manner, intentional or not, could cause trouble down the line.

Topics that are not acceptable to ask about would include the following:

Age
Birthplace, country of origin, or citizenship
Disability
Gender, sex, or sexual orientation
Marital status, family, or pregnancy
Race, color, or ethnicity
Religion

According to Yale University here are some examples of what seem like innocuous questions, but are illegal and how to rephrase them to gather the pertinent information for employment.

Work/Visa Status and Citizenship

Illegal: Are you a U.S. citizen? You sound like you have an accent, where are you from? Where were your parents born? What is your native language?
Legal: Are you authorized to work in the U.S.? What languages do you speak (if relevant to the position)?

Marital/Family Status

Illegal: Are you married? Do you have children? If so, what do you do for child care? Are you planning to have children soon? Have you ever been divorced? Where is your spouse employed?
Legal: Are you willing and able to put in the amount of overtime and/or travel the position requires? Are you willing to relocate?

Age

Illegal: How old are you? When were you born? How long have you been working?
Legal: Do you have any concerns about handling the long hours and extensive travel that this job entails? Are you at least 18 years of age?

Disability Status

Illegal: Do you have any disabilities or medical conditions? How is your health? Do you take any prescription drugs? Have you been diagnosed with a mental illness? Have you ever been an alcoholic? Have you ever been in rehab?
Legal: Are you able to perform this job with or without reasonable accommodation? Do you have any conditions that would keep you from performing this job?

My best advice is to stick with behavioral or situational-based interview questions. These types of questions will allow you to see how the applicant will handle difficult situations in your office or how they have handled difficult situations with their past job experiences.

Here is a list of questions that would be appropriate to ask:

Why did you apply for this position?
Tell me about a time when you had to handle a difficult situation with a patient/customer.
Tell me about a time when you had to handle a difficult situation with a coworker or doctor.
What are you looking for in an employer?
What do you know about our company?
Tell me more about your work history.
Why should we hire you?

Remember, stick to job-related line of questioning, and your interviews will be a success!

For additional information please reference

The Art of Feedback: Why is it so Difficult?

Tue, 11 Mar 2025 13:12:02 GMT

We've all faced the "dreaded" annual review. It has been on the calendar for weeks, and despite knowing we are dedicated, loyal, and good employees, there's always a small part of us that fears what might be said. If we are the ones giving the feedback, this situation can be just as palm sweating-inducing.

Why is feedback so difficult?

Part of the issue with feedback is our mind getting away from us. We overthink each scenario replaying over and over in our mind what could happen. In an article by Jackman and Strober for Harvard Business Review, Fear of Feedback, psychologists theorize that we avoid feedback because we hate to be criticized. This possibly stems from critical comments that were given to us in childhood by parents or teachers (2003).

Yet, if you are in a position of leadership, you know that feedback is essential to improving the performance of your employees. Along with giving your employee expectations, feedback whether annually, semi-annually, or after their orientation period is not only the “right thing to do”, it is the kind thing to do also.

Can feedback be kind? Absolutely, it can and should be. I once knew a physician in a fellowship program who believed he was excelling during his first year. However, during his annual review, his supervising physician revealed several issues with his performance. The news was devastating. For an entire year, he thought he was doing everything right and providing the best care to his patients. The feedback dealt a severe blow to his ego, self-esteem, self-confidence, and belief in his ability to treat his patients effectively. Although it would have been difficult and time-consuming to correct the student physician’s actions throughout the year, it would have been the kinder, more compassionate, and respectful action to take.

If feedback is indeed the kinder more respectful way to treat our employees, how can I as a leader/manager in my organization make it less painful?

In the article, The Art of Giving and Receiving Feedback, Lisa Wagner discusses that feedback should be

Direct
Specific
Behavioral that is based on what the person did or acted and not who they are as a person
Be Impactful by connecting the observed behavior to consequences or its effects.
Be actionable by providing the employee with ways to improve or build upon the behavior.

Additionally, Wagner mentions that you should always praise in public and criticize in private which was originally said by Vince Lombardi. To help with the structure of how to give feedback, there are several models you could follow.

The first model is called SBI-Situation, Behavior, and Impact. The SBI (Situation, Behavior, Impact) model is an effective framework for providing constructive feedback to employees. It helps managers deliver feedback in a clear, objective, and actionable manner while minimizing defensiveness from the recipient.

Here's how the SBI model works:

Situation: Describe the specific context or situation where the behavior occurred. Be precise with details like date, time, location, and circumstances. For example, "During yesterday's team meeting when we were discussing the new project timeline..."

Behavior: Objectively describe the observable behavior without judgment or interpretation. Stick to the facts. For instance, "You interrupted me three times while I was presenting the project plan."

Impact: Explain the effect or consequence of the behavior, focusing on its impact on you, the team, or the organization. For example, "When you interrupted me, it broke my train of thought, and I had difficulty regaining my focus. This confused the team members about the project timeline."

By following the SBI model, the feedback becomes more tangible and less personal, making it easier for the employee to understand and accept. It also encourages a two-way dialogue, as the manager can inquire about the employee's intent behind the behavior, fostering better understanding and problem-solving.

For instance, after describing the situation, behavior, and impact, the manager could ask, "What was your intention when you interrupted me during the presentation?" This opens the conversation to explore any potential misunderstandings or miscommunications that led to the behavior.

The SBI model helps managers provide clear, actionable feedback that focuses on specific behaviors and their consequences rather than making broad judgments or assumptions. When used effectively, it can improve communication, promote accountability, and support employee development within the organization.

The SBI (Situation, Behavior, Impact) model is generally considered a more effective and direct approach to providing feedback compared to the traditional "sandwich method."

The sandwich method involves sandwiching critical or negative feedback between two positive comments or compliments. While the intention is to soften the blow of the negative feedback, this method has several drawbacks:

1. It can dilute or obscure the main message by burying the critical feedback between positive comments

2. It can come across as insincere or manipulative if the positive comments seem forced or contrived

3. It can create confusion for the recipient who may not know which part to focus on - the positive or negative feedback.

4. It can reduce the impact and importance of the actual feedback that needs to be addressed

In contrast, the SBI model provides a more clear, direct, and objective approach:

1. Situation: Describe the specific context where the behavior occurred

2. Behavior: Objectively state the observable actions or behavior, without judgment

3. Impact: Explain the consequences or effects of that behavior.

The SBI model has several advantages:

It focuses the feedback on specific, observable situations and behaviors rather than subjective judgments
It removes ambiguity by directly addressing the core issue and its impact.
It encourages a two-way dialogue by allowing the recipient to respond and provide context.
It is more respectful and less likely to put the recipient on the defensive.

While the sandwich method attempts to soften negative feedback, the SBI approach aims for clear, honest, and actionable communication. It provides the recipient with a better understanding of what needs to improve and why, without diluting or obscuring the message.

Being honest with your employees can often be uncomfortable, making you feel uneasy and even causing your palms to sweat. It's natural to feel frustrated, especially after multiple attempts to support or improve an employee's performance or address their concerns. My best advice is to stick to the facts. By removing the emotional aspect from the conversation, you can help the employee better understand your perspective and the message you are trying to convey.

In the end, it is truly the kindest approach to take.

Nikie Walker, Ed.D.

Brescia University-Divion Chair/Assistant Professor- Charles A. Reid School of Business.

HR consultant/owner-20/20 Walker Consulting

https://2020walkerconsulting.org/

Citations: