Brian Watkins

Who is Derek Mobley?   If you're an HR leader and haven’t gone down the Mobley v. Workday rabbit hole yet, it’s worth the time. Derek is suing Workday, alleging their ATS discriminated against him and other Black, over 40, and disabled candidates in the job application process. Quick summary. A job applicant named Derek Mobley alleges he applied to 100 jobs through companies using Workday's ATS and was rejected every time, sometimes within minutes of applying. His claim: automated screening tools may have filtered him out based on protected characteristics (race, age, disability). Workday’s tools allegedly “score, sort, rank, or screen applicants” and determine which candidates advance and which are rejected. That language is important because it frames the system as participating in the hiring decision, not just storing resumes. The case raises a question that is going to matter a lot in the next few years: When AI screens candidates, who is responsible for discrimination — the employer or the software vendor? Workday’s argument was essentially: we’re just the technology platform. But a federal court allowed the case to move forward under the theory that the vendor could potentially be acting as an employer’s “agent.” That’s a pretty significant development. Because if that reasoning holds, it suggests something many HR leaders already suspect: Using AI or automated screening doesn’t transfer the legal risk. It just changes where the decisions are being made. Whether the plaintiff ultimately wins or loses, the case is a fascinating look at where HR technology, algorithmic decision-making, and employment law are colliding. The question HR leaders need to ask themselves: Do we understand how our hiring algorithms actually work - or do we just trust the output? A link to the complaint: https://lnkd.in/gJAHjVmZ

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Most executive teams don’t fail because they lack values. They fail because risk signals arrive too late to act on. When I begin a Culture & Conduct Risk Diagnostic, I don’t start with engagement scores. I start with operational evidence. Three questions boards quietly care about: • How long does truth take to travel upward? • Who owns decisions when pressure rises? • Where do issues stall before escalation? Because culture risk is rarely behavioural first. It is structural. And structure leaves data. Inside the first two weeks, we typically map: ✔ decision latency ✔ escalation consistency ✔ repeat workaround patterns Not opinions. Signals. That is when leadership conversations change. From: “Do we have a culture issue?” To: “Why didn’t we see this earlier?” If your governance relies on sentiment instead of signals, you’re managing reputation — not risk. DM PACK and I’ll send the board-ready culture risk progress template executives use to evidence control. #CultureRisk #Governance #OperationalRisk #ExecutiveLeadership #ConductRisk

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In local government, we track budgets down to the penny. But when it comes to time off—vacation, sick leave, FMLA—many organizations operate in the dark. Leave management isn’t just about tracking hours; it’s about respecting boundaries, anticipating burnout, and honoring the humanity behind the work. If you can’t measure it, you can’t improve it—and if you can’t improve it, it’s your team that pays the price. ⏳ Let’s lead with clarity and care. #MunicipalHR #WorkforceWellness #PublicSectorLeadership

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Hiring delays costing you top talent? If your recruitment process feels stuck, you’re not alone. Even the most resourceful teams can miss out on great candidates due to inefficiencies. But a few targeted changes can cut time-to-fill by more than half—without sacrificing quality. Here are three proven ways to optimize your hiring process: • Map every recruitment step—spot bottlenecks before they slow you down • Use skill-based screening to match talent, not just resumes • Automate interview scheduling to keep momentum strong Ready to see measurable results in your next hiring cycle? Let’s connect for a tailored walkthrough of Clear Day’s approach.

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We often ask a simple question during EVP discovery: If a competitor copied your culture pillars tomorrow, would anyone notice? It’s not meant to challenge the values. It’s meant to test differentiation. ✅ Integrity. ✅ Innovation. ✅ Collaboration. Important words. But what company wouldn't say integrity is a pillar? The question isn't whether it's true - it's whether it's specific. Does it describe your culture, or just a basic standard of doing business? The strongest culture pillars aren’t louder. They’re clearer. They describe something employees recognize. Something people can point to and say, “Yes. That happens here.” When language becomes specific, culture becomes visible. Generic: "We value innovation." Specific: "We fund experiments that fail twice before they succeed." Generic: "People matter here." Specific: "Managers are trained to ask about career goals, not just project deadlines." Vague pillars invite skepticism. Specific language invites belief. Read why so many culture pillars sound alike - and how to move beyond that: https://zurl.co/9MxX4 #evp #workculture #integrity #Innovation #collaboration #employerbranding #careerwebsite #companyculture

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It's that time of year for our Accelerating Operational Performance Rewind episode! Kirk Langford and I looked back at a handful of conversations that really resonated with manufacturing leaders over the past year. What stood out wasn’t fancy frameworks or buzzwords. It was the behavioral side of leadership that actually drives results on the shop floor. The clips that resonated the most with our listeners came from: 🔹 Emily Nichols, P.Eng. — taking the work seriously without taking yourself too seriously. 🔹 A special edition AOP: How to Improve the Relationship Between Support Functions and Operations — how plant leaders get overwhelmed by corporate initiatives (and how to flip that dynamic) 🔹 Jon Heffelfinger — why rewarding effort matters more than just celebrating outcomes. 🔹 James Coolidge — not knowing doesn't have to be scary—stepping back can build stronger teams. 🔹 Beverly Beuermann-King, CSP — why dealing with toxic behavior is a leadership responsibility, not an HR one If you’re responsible for people, performance, and results—and you’re trying to get just a little better without burning yourself or your team out—this episode is for you. 🎧 You can watch or listen here: https://lnkd.in/gUeQqNpA #LeadershipMatters #OperationalPerformance #ManufacturingLeadership #ManufacturingPlant #PlantPerformance

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Why Employees Really Turn to Unions: What Most Companies Overlook On LinkedIn, I often see posts about certifications, compliance strategies, and “union-free success stories.” What I rarely see is a discussion about the real reasons employees even consider union representation in the first place. As someone who has been on the ground with workers — both as an organizer in the past and now as a consultant helping companies understand their workforce — I want to share the truth that unions use to gain traction and the employee experiences that fuel that willingness to join. The “Lures” Unions Use — and the Reality Behind Them Unions don’t simply show up with a card; they show up with promises that tap into genuine frustrations employees already feel. Here are some of the most common reasons: 1. Management Abuse (Real or Perceived) • Not just verbal, but mental and even physical mistreatment. • Employees who feel disrespected or intimidated will listen to anyone offering protection. 2. Lack of Knowledge of Employee Rights • Many employees don’t know what they’re entitled to under the law. • Employer handbooks often contain complicated, unrealistic, or “crazy” rules that nobody fully understands or follows. This creates resentment and confusion. 3. Stagnant Wages & Inequality • Workers see the profits companies make while their own wages stay flat. • When growth isn’t shared, the message to employees is: “You’re not valued.” 4. Lack of Voice or Fairness • Workers want to feel heard and respected in decisions that affect their lives. • If management ignores input or brushes off concerns, unions step in with a promise to amplify their voices. 5. Broken Promises and Distrust • When leadership fails to follow through — on pay, promotions, safety, or scheduling — it erodes trust. • Unions thrive in environments where trust between management and employees has collapsed. What This Means for Employers The real lesson here is not about how to stop unions after they arrive — it’s about why employees open the door to them in the first place. If companies genuinely want to remain union-free, they need to: • Treat employees with respect and dignity every day. • Make sure policies are fair, clear, and realistic. • Share in the company’s success through fair wages and growth opportunities. • Build trust by keeping promises and listening authentically. Unions don’t create dissatisfaction — they capitalize on it. The best way to stay union-free isn’t through fear or process, but by building a workplace where employees don’t feel the need to look elsewhere for fairness, voice, and respect. ⸻ 👉 My goal in sharing this is to spark honest conversation: What do you see in your workplace that makes employees feel valued, or overlooked? www.laborgroup.us

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The DesuckifyWork® podcast is where it’s at. And TJ Bennett, ACC 🐱 is a blast. Such a fun conversation. And he even gave me the chance to share my chicken impersonation. Oddly...he's the first to ever request. We covered the dash, achievement, values, why so many successful people still feel a little off, and what it really looks like to take ownership of your life and work...without making it even harder than it needs to be. If you’ve been questioning the whole “do all the things” version of success, this episode will resonate. 🎧 Listen or watch now...Seriously. Listen: https://lnkd.in/gz3XT25g Watch: https://lnkd.in/gi5Gr5HG #desuckifyworkpodcast #desuckifywork #findyourwhy #executivecoaching #dashmindset #leadership #values

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Constructive conflict helps a team to grow and adapt. A leader with the right skills can ensure they strike that balance between accord and healthy disagreement to keep the team learning and progressing. If you think there’s no conflict in your team, that likely means it is either stagnant or the conflict just isn’t surfacing…which is destructive in its own right. What are some ways you foster constructive dialogue and healthy disagreement in your team?

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THE ASSET IS THE MAN, NOT THE EQUIPMENT **Special Operations Truths #1: Humans are more important than hardware** Most leaders focus on gear. They chase better tools and better systems. They think equipment wins fights. It does not. Tools are only as strong as the people using them. If trust is missing, the system breaks the moment pressure hits. You cannot outpace a broken team with better technology. Creighton Abrams understood this. When he took command in Vietnam, morale was low and trust had eroded. He did not fix it with more firepower. He focused on the soldier. He rebuilt trust. He strengthened the bond between leadership and the men on the ground. His approach centered on the “One War” concept, aligning combat operations with support for the people and the mission. He fixed the culture first. That made the force effective. Your team is no different. If the people do not trust each other, nothing else matters. The mission suffers. Execution slows. Pressure exposes every weakness. I have seen small teams outperform larger ones because they trusted each other completely. No hesitation. No doubt. Just movement. That is the advantage. Stop chasing better tools. Build better people. If your team cannot rely on each other, you are already behind.

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TA is responsible for building the "head table" yet when it comes to the strategy session, we’re often left standing in the hallway. On average, 60-70% of a company’s Operating Expenses (OpEx) are tied directly to headcount—yet less than 1% of that same budget is typically reinvested into the systems and people who find that talent. The math simply doesn’t add up. We are protecting the "Asset" but starving the "Engine." According to Gartner’s 2026 HR Budget Report, while personnel costs remain the single largest line item on the balance sheet, the investment in TA technology and strategic capability has actually stagnated in real terms. If you are spending $100M on payroll but refuse to invest more than a fraction of that in the function that determines the quality of that payroll, you aren't being "frugal"—you're being reckless. To lead a 2026 TA function that actually scales, we have to kill the "Order Taker" model: 1. Stop Sourcing, Start Mapping: Transactional TA searches for a candidate when a seat is empty. Strategic TA has already mapped the top 10% of the market 6 months ago. I’ve seen teams waste months "sourcing" what they should have already "owned." It’s like starting to dig a well only once you’re already thirsty. 2. The Metric Shift: If your North Star is still "Cost-per-Hire," you are optimizing for the past. Strategic TA measures "Quality of Access"—the percentage of your "ready-now" pipeline that can be activated in 48 hours. If you aren't speaking the language of the P&L, you’re just an overhead. 3. Systems Thinking over Sourcing: Sourcing is a commodity; Systems Thinking is the edge. In 2026, your primary task is architecting the data flow between your ATS, CRM, and Workforce Planning tools. If your data is siloed, your strategy is guesswork. It’s essentially trying to navigate a flight with a compass from a cereal box. You cannot build a billion-dollar business on a "post and pray" budget. Heads of TA who fail to aggressively automate the "transactional" will be too busy managing the noise to ever hear the signal. The businesses that empower their TA teams to be strategic architects are the ones that will own the next decade. #TalentAcquisition #TALeadership #SystemsThinking #BusinessValue #HRTech2026 #WorkforceDesign #StrategicTA #HeadOfTalent

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Headline: You Don’t Need Another Administrator. You Need a Fortress Builder. In the volatility of the 2026 frontier, the corporate lattice has become a battlefield. If your HR strategy is built on "soft skills" and policy policing, you are already exposed. We must transition from "Human Resources" to Organizational Command. In my new breakdown, "Law. Refuge. Action.", I detail the architecture of a winning culture: The Iron Law (Exodus): A culture without codified values is just a mob. We need the "Iron Law of Dignity"—accountability must flow upward. The Shield of Integrity (Psalms): High performers need a "Rock of Refuge". We must proactively hunt for the "hidden nets" of toxic office politics and provide cover fire for our people. The Fig Tree Metric (Matthew): Activity does not equal Impact. We must have the courage to audit the "Money Changers" and cut the programs that are all leaves and no fruit. 👇 Questions for the Vanguard: 1. The Audit: Can you identify a "Fig Tree" in your department—a project or person that looks busy but produces no fruit? 2. The Shield: When your team faces "distress of soul" (burnout), do they see you as a fortress or just another demand? 3. The Law: Does your organization have "Iron Laws" that even the C-Suite must obey, or do the rules only apply to the bottom? The Mission: I am not here to just mediate; I am here to solve. I am the Architect. #HumanResources #OrganizationalLeadership #FutureOfWork #HRStrategy #CorporateCulture #ChangeManagement #ExecutiveSearch #TalentManagement #BusinessTransformation #LeadershipDevelopment #WorkplaceWellness #EthicalLeadership #HarryFox #TheHRDrillSergeant

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HR departments are facing significant challenges due to understaffing, which can hinder their success. In many organizations, a single individual is responsible for all HR functions, leaving them overwhelmed with compliance tasks, including staying updated on federal, state, and local laws and regulations. Should HR organizations be more innovative? Should they be trained more in ROI metrics? Probably to both. Our team at Predictive Success Corporation are training more than ever, HR leaders in our new Talent Optimization software due to the need to "equip up" HR leaders for 2026. Some companies like Amazon Web Services (AWS) have outsourced their HR dept. As CFOs focus on cost reduction, the prospect of adding HR personnel appears unlikely. Research suggests that the ideal ratio is one to four HR staff members for every 100 employees. Insufficient HR staffing can contribute to higher turnover rates within a company. #HR #talentoptimization

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It's that time of year again: performance review season. The formal review can be a slog—a “check-the-box” exercise that doesn’t drive real value. Over half of surveyed employees say that formal performance management processes, like reviews, have no impact on employee and company performance. What if review discussions could instead be a catalyst for growth, purpose, and connection? McKinseys article shares some great pointers! #performance #review #ai #growth #performancereview #goals #growthmindset #manager #leader #learninganddevelopment #inclusion #leadership #leadershipdevelopment #coaching #feedback https://lnkd.in/dGeaGUUg

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The Compensation Profession Is Changing. Are You Ready? Ten years ago, compensation was largely a back-office function: lots of spreadsheets, unorganized old job descriptions, static salary surveys published once a year, and a lot of pay data analysis that took time complete and even more time and employees to summarize in PowerPoint. Technology has changed everything. Modern comp teams are no longer data wranglers. They are pay data strategists. Survey data is now integrated, interactive, and real-time. AI-powered tools surface insights on labor market shifts, peer benchmarking, and internal pay equity risks instantly. Job evaluation and job leveling approaches that once took weeks are now automated and adaptive. Job architectures are dynamic, global, and tech-enabled, allowing organizations to scale with clarity. And pay communications? They’ve gone from taboo to table stakes with tools that personalize total comp statements for employees. Laws and expectations have shifted fast. In the U.S., pay equity audits are no longer optional. State laws from California to New York now mandate transparency in job postings, salary ranges, and internal processes. Globally, the EU Pay Transparency Directive will push even multinational holdouts to publish gender pay gaps and provide justifications for pay differences. This regulatory wave is forcing comp leaders to integrate equity and reporting into the program design and pay decision making processes. The workplace has changed, and it is not done. Hybrid work, remote-first organizations, and purpose-driven employers have made rigid compensation structures obsolete. Location-based pay? Being reconsidered and adapted to employee and employer needs. Standard annual pay increases? Replaced by more frequent, data-driven market/equity adjustments. Employees today want to understand how they’re paid, why they’re paid that way, and how to grow their careers. As HR and comp leaders we must deliver answers to be trusted and to have the right impact. So, what’s next? The next 10 years will demand greater pay transparency, agility, data insights, and storytelling. Compensation will move from slow-moving data reporting and compliance function to a strategic driver of talent attraction, retention, and productivity. AI will help, but it won’t replace business acumen, context, and judgment. Compensation professionals who thrive will be those who can marry technology with strategy, analytics with empathy, and decision making with storytelling. It’s no longer just about “how much we pay.” It is about how we decide, how we explain, and how we adapt quickly. Are you ready for the next decade of compensation? What are your predictions for the future? #Compensation #HR #PayTransparency #TotalRewards #JobArchitecture #PayEquity #FutureOfWork #WorldatWork #CompensationConsultant #HumanResources #SHRM #Incentives #JobEvaluation #FairPay https://shorturl.at/Iuk4G

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