I believe the reason will become clear as you continue. However, I feel compelled to warn you, this is not a post that will either be fully complimentary or one that simply throws rocks through windows. As Perry Timms so eloquently stated in a post he recently wrote, “Stones thrown rarely comfort anyone.” That includes this writer as I put on paper what I am thinking.

However, I’ve reached a point where my silence and frustration is not doing me any good. While I value relationships beyond all else, I write this knowing that some relationships I have may be irrevocably damaged depending on the priorities of those reading it. That may be a price to be paid and that realization is ever present and acknowledged.

Since starting my journey in human resources back around the turn of the century, I’ve been a member of the Society for Human Resource Management or SHRM. This is an organization that I credit for giving me both professional and personal satisfaction over many years. In fact, it’s not a stretch or an exaggeration to say that the majority of my friends have come because of my involvement with SHRM on either a local, state, or national level. Some of these friends date back to some of my earliest days being part of the organization while others are new as of last year’s annual conference in Chicago.  As a past recipient of a SHRM Foundation scholarship, I credit them with providing the kick I needed to start grad school and obtain my MBA.

An active volunteer on many levels, I certainly admit guilt to “drinking the Kool-Aid” and encouraging people to join and get involved. These volunteer opportunities have opened doors to me that I never would have imagined possible. It’s even conceivable that my volunteer roles have brought me farther along professionally than have some of my paid roles over the years. On the professional development side, I was one of the first to get my SHRM-SCP certification and openly steered others toward it. As a member of the SHRM Foundation’s Leadership Circle, I’ve made an on-going commitment to give back to an organization that provided so much to me.

And, yes, I freely admit to owning more than one item of SHRM clothing (including socks)!

So, having said that, why is this so hard. Because, I’ve stepped away from this organization I credit for providing me so much. It’s a matter of feeling like the organization no longer can credibly represent me and my feelings while opening embracing narcissism in leadership and seemingly ignoring or looking away from the ethics that have guided it for so long.

As of last August 31^st, I have been a lapsed member. Despite dozens of messages laced with numerous incentives (a tote bag, hot chocolate, a free month of membership, etc. ) asking me to renew, I have not. This hurts to my core but not as much as my renewal would hurt and conflict with my own sense of right and wrong. While there is no “one thing” that was a final straw or trigger point, there have been a series of events that prompted me to internally reflect and reach this hard decision. Listening to people I know and care about express their concerns and having the benefit of knowing people who have been affected by changes in the organization makes one pause to see if I’m part of the problem or part of the solution. Sadly, this is still a piece I cannot answer with certainty. However, being part of the organization was not helping and my voice inside SHRM, despite being valued by some, is only one voice in a much larger chorus.

To be clear, while actions are being taken which are, in my view, not aligned with the integrity of the organization, there must also be the realization that not everything an organization does is going to be agreeable to its members.  A few examples where I believe the integrity is lacking include:

• The current leader’s alignment with the Trump administration.
• Some elements of reorganization that were (reportedly) not handled in a manner that a good HR person would handle it.
• The blacklisting of a longtime member because they dared to question the current leadership of the organization.

Each of these points deserves some explanation. First, while I expect SHRM and any business oriented organization to have a politically rightward lean, the cozying up to an administration that is so blatant in its disregard to groups of people based on who they are removes the ability for the organization to legitimately state that it can stand up for elements in its own code of ethics. These include, but are not limited to:

• Respect the uniqueness and intrinsic worth of every individual.
• Treat people with dignity, respect and compassion to foster a trusting work environment free of harassment, intimidation, and unlawful discrimination.
• Assure an environment of inclusiveness and a commitment to diversity in the organizations we serve.

Before you think I am thoughtless political extremist with only progressive views, I am not. In 2016, I voted in the Republican primary here in Michigan and am more comfortable talking to my Republican Congressional Representative, Fred Upton, than I am to either of our state’s two Democratic Senators.

The second point is one that is only conjecture and based on indirect information received and my own observations as an experienced human resource professional. I am a firm believer that a leader has the need to have their own people advising and guiding them. However, how you treat existing people when a change is made provides great insight into the character of the leader. While departures, both voluntary and involuntary do generally rise with the change at the top of an organization, the manner in which they are handled are important. Again, relationships matter and I always want to see people treated with dignity and respect. When you tout yourself as the world’s leading authority on HR, you damn well better have HR practices that match that mantra.

The third point is admittedly a point of personal hurt.  Yes, I am that member. While I do understand membership has its privileges, being ostracized in a manner that makes it appear that leadership in an organization is making personal attacks is, to me, an unmistakable sign that being challenged is threatening and that voices of dissent have no role. Professional responsibility requires us to adhere to the highest standards of ethical and professional behavior.

It’s this final point that has sealed it for me and prompted me to publish. Until substantive changes occur with the leadership of SHRM, I cannot in good conscience be part of the organization. As stated in the beginning, this hurts me to my core. I have grown as a professional because of SHRM. I am a better person because of SHRM. My life is a richer one because of SHRM.  Sadly, this growth, betterment, and richness is no longer worth the price. I will certainly miss some opportunities but at the end of the day, it is my own sense of dedication that will shift unless SHRM chooses to make some changes of its own.

I consider myself fortunate that I have a strong network of talented HR professionals that I can access as needed and that knowledge sharing among my colleagues is something that can happen without SHRM resources being available. No matter what organization I am involved with, I will always strive to share knowledge, provide support, and help advance the profession I love. Thank you friends, you are the best! It is all of you who deserve a letter devoted to love and dedication!

My intent is not to answer any of life’s big questions (like who will win a battle between Batman and Superman) but to trigger some exploration and reflection. My plan is to post the question for all to see on Monday and provide my own response to it the following day. Even if this doesn’t trigger public discussion or disclosure, I hope that anyone reading this will think to themselves about how they might answer the question.

Look for the series to begin next week. Until then, stay warm and safe my friends!

It’s time to do some thinking and reflecting.

Many of us certainly don’t feel like we have accomplished enough toward getting things done. Although I’m not one for resolutions, to be effective, there should be goals to accomplish and items to achieve.  Most of us have those just as we have the good intentions of getting things done

Of course, many people get caught up in the day-to-day items that pop up and end up dominating our time and attention. Even those with the best intentions can be inadvertently caught having to put out the fires of the day and lose sight of the bigger picture or prize that we want to achieve.

That’s why it is good to take a step back and see what we need to do to reach our ultimate goal and know where we are.

So, accept this as a casual coaching check-in.

• Where are you in making progress toward your goals for the year?
• What additional resources do you need and what steps have you taken to secure them?
• Are there others who can help you?
• Have there been any unexpected barriers encountered so far?

Don’t worry, on the 28^th of February, the year will only be 16.2 percent complete so there is still time.

After hearing from SHRM leadership today during a question and answer session, I continue to have several concerns not only as an active volunteer leader, but also as a certified professional. I worry that the value of my certification, no matter which one I have (or both) will have even less value than they do now. I have this concern for the following reasons:

• Approved providers – Although there are many frustrations with HRCI and their processes around certifying programs in a timely manner, the proposed SHRM solution of allowing their chapters to be approved providers has the potential to weaken the process o ensuring that programs meet the requirements as set by SHRM. Right now, those able to approve programs have been fully vetted by HRCI and have firm guidelines. While SHRM can go this direction, the numbers needed to support the chapters and councils could create a large discrepancy in how people certify programs for credit. Will there be different tiers for the different certifications? That is a question we do not know.
• After years of touting the HRCI certifications as world class, SHRM’s efforts to transition to their competency based certification is an overt statement that the HRCI certifications are not valuable in their eyes. It was stated today that the new certification goes beyond knowledge and that it represents “an evolution” from the old model. As an old biology major, I know that evolution happens over time and is not a sudden change in direction. One bit of advice to SHRM, don’t describe this as an evolution. It’s closer to being a revolution.
• Finally, I worry that having two certifications for HR associated with SHRM (let alone the others from World of Work and such) will lead to confusion. Will employers be willing to accept both HRCI and SHRM? Will the work done over the years to build recognition for the HRCI certifications ultimately prevent the new one from being established as a clear improvement over what was in place before? Two different has the potential to raise the level of confusion. If we as HR professionals are confused, how will those outside the realm be able to grasp the differences?

More information from SHRM is forthcoming at the annual conference in Orlando. Stay tuned for more and hold on as things continue to evolve!

The discussion began when a student inquired about handling an employee situation after someone has done something wrong yet they insist that they’re right. After joking that a situation like that would never happen because HR is always right, I shared a story that affected me.  Without sharing the lurid details here, the story was about me being accused of doing something that I did not do. Rather than argue and hold hostility to those involved, there was reflection on the things that I had done in relation to the situation as well as the things that I had not done that could have prevented the misperception from occurring in the first place.  In short, it still benefitted me to learn from the situation and get better so that I would not be in the position again where I could be wrongly accused.

Even when one is not wrong and is still being accused, there is always room to improve. I reminded the group that learning from a negative situation can provide great dividends moving forward and that many of my most valuable lessons had come from the mistakes I’ve made, not the immediate successes.  Had I simply been bitter about being accused and reacted in a hostile manner, it is likely that the lessons learned would not be as positive and I would not have gotten better moving forward. To simplify it, it is important to get better, not bitter.

There has been much introspection on my part lately. The end of my MBA studies is simultaneously exciting and daunting. In my attempts to decide “What’s Next” I have started talking to others about their own milestones and what, if anything, served as an “a-ha” moment in their own career and life progression.

What I have found is that there is rarely any one thing that acts as a trigger point and that it takes much time and even more interaction with others to help set events in motion. Learning about others and what makes them tick is one piece, but there is something more that has turned out to be even more informative. A quote by Carl Jung sums it up well:

“Everything that irritates us about others can lead us to an understanding of ourselves.”

It is possible to learn from the mistakes we make as well as the mistakes made by others. However, it is even more important to reflect inwardly when faced with a truth that does not fit with our own preconceived notion of being, especially when that truth lays elsewhere and can serve as warning to us as we push forward.

In my organization (and many others) there is a tendency to complain and ridicule the behavior of others. It’s not a big leap to begin the process of thinking through the reasons that a particular thing is a source of irritation. That process alone is a move forward to gaining a better understanding of ourselves and then to push these areas as opportunities for growth.