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HR technology has become my niche, but my career began in HR.
That combination has…
That combination has…
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Rebecca Van Pelt reposted thisAt Syndigo, we're growing our team. If you're in the industry and looking for a fresh start, now is a great time to join us. Here, you'll have the opportunity to grow your career with the company setting the standard for our industry and helping shape what's next for brands, retailers, and consumers around the world. We're investing in our people and our business because we know success is built together. We have global openings across Commercial, Marketing, Technology, Alliances, Finance, and Services, and we're looking for talented people who want to make an impact. We hope it's you! See what makes Syndigo a great place to build your career on our Careers page: https://lnkd.in/gPHtK5mZ. #unstoppabletogether
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Rebecca Van Pelt reposted thisNew Sales opportunity available in the New Jersey market. Apply today!Rebecca Van Pelt reposted thisElizabeth Oshodi is #hiring. Know anyone who might be interested?
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Rebecca Van Pelt reposted thisRebecca Van Pelt reposted thisOne day, nobody will care how many policies you wrote. Here’s 6 real reasons people will remember you: HR is one of the few professions where your greatest impact rarely appears on a dashboard. People won't remember if you: Write another policy ❌ Fill another vacancy ❌ Tick another compliance box ❌ Attend another meeting ❌ Follow every process perfectly ❌ Protect the business alone ❌ People will remember if you: Create psychological safety ✅ Help someone find where they belong ✅ Treat every person with dignity and respect ✅ Be present when someone needs you most ✅ Lead with empathy and compassion ✅ Champion both people and performance ✅ Because the moments that define a career in HR are rarely the ones recorded in a report. → They're the conversations no one else sees. → The employee who finally felt safe enough to speak up. → The candidate who walked away feeling respected, even without an offer. → The colleague who felt supported through one of the hardest moments of their life. That's the real legacy of HR. Not the processes you manage. The people whose lives you positively influence. So here's a question... If someone looked back on working with you five years from now, what would you want them to remember? 👇 We'd love to hear your thoughts.
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Rebecca Van Pelt reposted thisRebecca Van Pelt reposted thisEmployees don't need another survey. Same as they don't need your ping-pong table or pizza. Here's what they need instead: Don't get me wrong. ⇛ Ping-pong tables, pizza parties, casual Fridays - it all makes sense. But it's not the foundation of a workplace. People don't care about the perks half as much as they care about one thing: Being heard. JUST HEAR AND UNDERSTAND WHAT THEY WANT. It's that simple. And yet somehow, so difficult. I know, because I was the one who got it wrong. More than once. Acting like I knew better than the people I was leading. Instead of just listening to them. I was the one throwing the pizza parties and the team days out - while the workplace was quietly rotting from the inside. For me, it came too late. But it was the hardest, most important lesson I've ever learned. So hear me out when I say this from the bottom of my heart: Being a great leader isn't about being in charge. It's about taking care of those in your charge. Period. Here's what "being heard" actually looks like - and none of it costs a thing: → When someone speaks up, you listen to understand - not to reply → You act on what they tell you, so they know it mattered → You notice the quiet one before they hand in their notice → You ask "what do you actually need?" instead of guessing → You close the loop: "you said this, so we changed it" Do that, and you won't need surveys, pizza, or perks to keep good people. Because at the end of the day, people don't leave jobs. They leave the feeling that no one was listening. Be the leader who listens. ♻️ Repost if you believe great leadership is about taking care of people, not being in charge.
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Rebecca Van Pelt reposted thisRebecca Van Pelt reposted thisMy 13-year-old son passed me in height. I should have seen it coming. The signs were there. First came the aches. Then the lethargy. He slept more than usual. And then one morning I looked up and realized he had grown another couple of inches. A year ago he used to stand on his toes next to me. Stretching. Pretending to be something he was not yet. Now he does not have to pretend. Organizations go through the same thing. Every company wants double digit growth. Scaling. Expansion. The board loves the projections. The CEO loves the ambition. But few prepare for what growth actually feels like when it is happening. Growth hurts. Systems that worked at 500 employees break at 1,500. Managers who thrived in a startup cannot lead in a scaled organization. Communication that happened organically now requires structure. The culture that got you here starts to feel unrecognizable. And just like my son standing on his toes, some companies try to look bigger than they are before they have done the work to actually grow. They hire ahead of revenue. They announce initiatives they cannot support. They project a size they have not earned. The aches come either way. The only question is whether you built the infrastructure to grow through them. If your organization is in a growth phase: Expect the pain. Do not be surprised when things that worked before stop working. Invest in the transition. Managers need development. Systems need upgrades. Communication needs redesign. Resist the urge to pretend. Growth that is real looks messy in the middle. That is not failure. That is the process. My son did not get taller by standing on his toes. He got taller by going through the aches, the sleep, the slow days. Your organization will not scale by pretending either. What growing pains is your organization experiencing right now?
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Rebecca Van Pelt reposted thisRebecca Van Pelt reposted thisNobody ever tells you you're being managed out. 13 signs it's already happening and number 7 is the one most people miss until it's too late 👇 Because companies rarely push people out the honest way anymore. That would mean a real conversation. A real reason. A real paper trail. Instead, it happens quietly. Slowly. Deniably. Until one day you realise the door's been opening behind you for months. Here are the 13 red flags 👇 1️⃣ Scope Shrink - your responsibilities quietly disappear. → Log every task you used to own. 2️⃣ Goal Shifts - targets suddenly change or become impossible. → Get expectations in writing. Then restate them by email. 3️⃣ Calendar Fade - key meetings vanish, or the invites stop coming. → Keep your own stakeholder check-ins alive. 4️⃣ Vague Feedback - endless criticism, zero specifics. → Ask for concrete examples and next steps. In writing. 5️⃣ Praise Drop - positive feedback stops overnight. → Save your historical wins in a personal archive. 6️⃣ Coaching Stops - your manager switches into documentation mode. → Lead the 1:1 agenda. Send the recap. 7️⃣ Resource Traps - new projects with no support and no clarity. → Confirm the success metrics before you accept. Every time 👀 8️⃣ Isolation Moves - you're quietly steered away from cross-functional work. → Keep nurturing your internal allies. 9️⃣ HR Presence - HR starts joining small, routine conversations. → Keep everything factual and procedural. 🔟 Win Erasure - your results stop getting acknowledged. → Track wins weekly. With evidence. 1️⃣1️⃣ Ownership Drift - decisions in your domain happen without you. → Ask where accountability sits. In writing. 1️⃣2️⃣ Tight Controls - more check-ins, more oversight, more rules. → Respond with context, decisions, and timestamps. 1️⃣3️⃣ Paper Pressure - you're suddenly asked to sign things fast. → Never sign on the spot. Review first. Here's the uncomfortable part nobody wants to admit: Most of these are not accidents. They're a strategy. A way to make someone leave "on their own" so the company never has to own the decision. And the cruellest part? It makes you doubt yourself first. - You assume you're slipping. - Underperforming. - Imagining it. When sometimes the truth is simpler: the decision was already made, and nobody had the courage to tell you. If you've ever felt this happening - you're not paranoid, and you're not alone. Save this. Protect yourself. And trust the pattern when you see it. Have you ever spotted these signs in real time? What gave it away? 👇 Image Credit: George Stern
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Rebecca Van Pelt reposted thisRebecca Van Pelt reposted this💼 We all know work dynamics can be tricky to navigate. But the average person spends 90,000 hours at work, so our professional relationships play a massive role in our lives. Check out Simon and Dr. Sara Kuburic's course "How to Handle Conflict at Work" at https://lnkd.in/e59YPJWV. From building meaningful connections to setting boundaries, they've got you covered with practical tips to thrive.
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Rebecca Van Pelt reposted thisRebecca Van Pelt reposted thisWhen we show a people or a place as one thing over and over again that is what they become, says Chimamanda Ngozi Adichie. Here’s why she’s calling attention to how much harm a single story can make: http://t.ted.com/wTzcYVM
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Rebecca Van Pelt reposted thisRebecca Van Pelt reposted thisIf HR can't challenge leadership, it's not HR. It's just damage control. I've worked with HR leaders for over a decade. The best ones aren't liked by every executive. They can't be. Because their job isn't to make leadership comfortable. It's to make leadership better. Here's what damage control HR actually looks like: → Writing layoff comms for a decision they were never asked about → Running engagement surveys that ask safe questions → Drafting PIPs for the toxic VP everyone wants gone but no one will fire → Cleaning up exit interview signals six months too late → Rebranding bad culture as "high performance" Here's what HR that challenges leadership actually does: → Tells the CEO their favourite VP is destroying retention → Pushes back when a reorg is announced before the people impact is mapped → Refuses to write the comms for a decision they flagged as a mistake → Names the toxic behaviour in the room - even when it's coming from the founder → Brings hard data to a board meeting that no one wanted to see The difference isn't talent. It's the political capital HR has been given. And the air cover the CEO is willing to provide. If your CHRO can't tell you "no" in a board meeting and keep their job. You don't have an HR function. You have a cleanup crew. And the people on your team can feel the difference. HR leaders - what's the decision you wish you'd pushed back on harder?
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Rebecca Van Pelt reacted on thisRebecca Van Pelt reacted on thisLast week, I was invited as a guest speaker to join Stridepath Consulting during their all hands call to share my perspective on AI in HR technology. I crafted a few slides summarizing where we’ve been and where we’re going, but the morning of the call, it dawned on me that they weren’t looking to hear a standard project update, because they already know our journey. They asked me to speak to share my actual personal thoughts. So I kept the slides, but I threw out my prepared talking points and addressed two distinct worries that keep me up at night: First, accountability to use AI responsibly. There’s the corporate side like privacy, process compliance, and human oversight. But personally, I’m always asking if we should or could get to the same outcomes without AI. What’s the real cost of using AI here? Beyond the licensing or money for tokens, there is the water for data centers, and reconciling all of this with constant news cycles about human existence becoming extinct (which is equal parts fascinating and also, WTF??). Second, psychological safety of technical builders. Across the entire tech community, the people designing and deploying automation are carrying an unspoken emotional tax. Builders often feel a quiet sense of guilt, realizing that the better they are at streamlining system logic, the more risk or disruption they might create for real people they care about. Expecting technical teams across the industry to shoulder that moral weight in silence while rushing to hit execution deadlines is a massive oversight in leadership. I speak openly to my team about my own personal struggles with this. Taking off the corporate filter to talk about the human and environmental impact was a shift, but I hope it landed 🫶🏻
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Rebecca Van Pelt reacted on thisRebecca Van Pelt reacted on thisEarlier this year, we launched an internal HR AI Incubator at Avery Dennison, and it has easily become the highlight of my week. It’s a hands-on lab designed to learn, build, and eliminate the classic corporate headaches we all deal with daily. We brought together 30ish super curious, “doer” type HR people from within our enterprise digital advocacy group to just get in the sandbox and solve real problems. After running this for a while, here is what I’ve learned along the way: 1) People actually *want* to build. They are far more interested in using technology to ask data questions and automate mundane tasks than we give them credit for. Most people already have the skills and tools sitting right in front of them; they just need the spark and the space to get started. 2) The best way to learn tech is watching someone else work. Forget the slide decks. Seeing someone else’s micro-behaviors within a UI, like how they click, navigate, and troubleshoot in real-time, teaches you more tricks than a training course ever will. I learn my favorite time-savers just by watching how someone else approaches the exact same task. 3) I question daily if putting "AI" in the program title was a mistake. We are finding just as many opportunities for simple process improvements and standard workflow automation that don't require burning unnecessary tokens. 4) AI doesn't just "do everything." Despite what marketing departments want you to believe, when it comes to practical employee lifecycle scenarios, AI isn't inherently better than really well-designed business rules and rigid logic and a little workflow automation. You use different tools for different outcomes. 5) I’m a Google Workspace and Gemini girly through and through. You would have to pry my setup from my cold, dead hands before I’d switch. 6) I work with some really freaking cool people. When you stop treating innovation like a top-down mandate and start treating it like a community whiteboard, the best things happen. Curious how other teams are structuring internal sandboxes, are you building formal training or just letting people get hands-on? #HRTech #HRIS #DigitalTransformation #GenerativeAI #EmployeeExperience #Culture #SystemArchitecture
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Rebecca Van Pelt reacted on thisRebecca Van Pelt reacted on thisThere is a powerful reminder that comes with serving others: never forget where you came from. Today, I had the opportunity to volunteer with Global Empowerment Mission to collect essential goods to support communities impacted by the earthquakes in Colombia and Venezuela. Service is not always monetary. Sometimes, the most valuable thing you can give is your time, your presence, your skills, or simply your willingness to help. As professionals and leaders, we often measure impact by titles, accomplishments, promotions, or the size of our teams. But leadership is also about what we do when there is nothing to gain personally. It is about showing up. It is about using our resources and our influence to create opportunities for others. It is about remembering our roots and recognizing that our Latin American communities, like communities everywhere, need people who are willing to step forward and serve. I am especially grateful for opportunities like this because they remind me that success is not just about how far we go… it is also about how many people we bring with us along the way. May we never be too busy to serve, too successful to remember our roots, or too focused on our own journey to help someone else along theirs. Today, we give our time. Tomorrow, we continue to give through our leadership, our compassion, and our commitment to community. Here is the link if you want to volunteer or donate in Miami: https://lnkd.in/ecJuGRsa #Leadership #Service #Community #LatinasInLeadership #latinosunidos
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Rebecca Van Pelt reacted on thisFive years ago, I started a new chapter that has become one of the most rewarding experiences of my career. Today, as I celebrate my 5-year anniversary, I'm reflecting on the amazing people, opportunities, and memories that have made this journey so special. I'm incredibly grateful for the mentors who invested in me, the colleagues who became friends, and the teams that continuously inspire me to do my best work. Thank you to everyone at #CSC who has been part of this journey. Your support, partnership, and friendship mean more than you know. Looking forward to what's next and continuing to grow together!
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Rebecca Van Pelt reacted on thisRebecca Van Pelt reacted on thisDon’t let that sweet face fool you. That six year old face below had already launched her first business and was about to take on her boss for her first major negotiations. Yes, when I was six years old, I found out that my dad, who owned Simmons Printing Company, where I was gainfully employed making $2.00 an hour, was paying someone else $4.75 an hour. Now, that would have been fine if she was out producing me, collating faster than me or could unjam a copier machine quicker than me. But she couldn’t. When I asked my dad about it, he told me he was paying her more because she was older than me. She was fourteen, and that's what he had to pay. I quickly informed him that that wasn't fair. And if he HAD to pay her for $4.75 an hour, then he had to pay me the same thing too. As a matter of fact, I wanted $5 an hour. And I got it. And not because I was his daughter, but truly because I knew the value that I added to that business. Now, the truth is, while I learned a lot about negotiations and standing up for myself, that would not be the last time I felt like I saw something that wasn't fair or I would be a victim of inequality in the workplace. At the age of six, I learned valuable lessons: 1. I learned how to advocate for myself. 2. I found out that life isn't always fair and that it would be my responsibility to say something if I see something. I would take those learnings into the workplace, and they guide me to this day as I look at pay equity, pay compression, and overall civility in the workplace. What was your first negotiation or a childhood lesson that still carries forward to this day?
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Rebecca Van Pelt liked thisRebecca Van Pelt liked thisGreat first day in Atlanta networking with my awesome HR Colleagues and hanging out with my good friend Homer!
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Rebecca Van Pelt liked thisRebecca Van Pelt liked thisPeople often see HR as paperwork, policies and forms. What they do not always see is the thinking behind the work: identifying risk, asking the right questions, protecting employees, guiding leaders, and addressing concerns before they become expensive problems. After more than 30 years in HR, I have learned that knowledge becomes far more valuable when we share it. That is why I enjoy teaching, coaching, and building communities where HR professionals can learn from one another. We should not have to figure everything out alone or wait for a crisis to discover what we did not know. Strong HR is proactive. It is strategic. And sometimes, it really does prevent a lawsuit before lunch. Ready to go beyond the paperwork and become a more strategic HR professional? Join us for the September cohort: https://lnkd.in/e9Wdf4yb #HumanResources #HRLeadership #HRCommunity #HRProfessionals #EmployeeRelations #RiskManagement #LeadershipDevelopment #StrategicHR
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Rebecca Van Pelt reacted on thisRebecca Van Pelt reacted on thisToday is my son's 16th birthday. In honor of him today's post is dedicated to him. Happy Birthday Ian! Do you remember when you told me, "Mom, I'm tired of adulting." We had been traveling through Europe for 3 weeks. I must admit you stepped up the entire trip, looking after your brother, navigating foreign cities, handling meals and logistics in countries where nothing works the way it does at home. One morning you texted me asking me to come down and pay for breakfast. I told you that I was confident you could handle it and your response was.. "I've been adulting for 3 weeks straight. I'm exhausted." Son, I have been adulting for 30 years. (P.S. I started at a young age) We laughed about it later. But I get it. Being the person who figures it out. That is what leadership actually is. The accumulation of small decisions that nobody sees. Son, you are already a great leader and I'm proud of the man you are becoming. Happy Birthday!!!
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Delaware SHRM
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SHRM
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