This week, we talk about how to solve problems in your business, human resources, and #Zappos.
The hr podcasts is a podcast about human resources. In episode 13, the hosts discuss how to solve problems in your business.
In this episode, Peter and Jonathan talk about how to apply Kaizen, Kanban, and Scrum methodologies to small companies.
They also discuss recent changes at Zappos, as well as Trevor Betenson, Palo Alto Software’s CFO, discussing human resources and dispute resolution.
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Listen to Episode 13 of the podcast:
Notes on the Show:
- 1:23: How to Solve Problems in Your Business
- Zappos’ Holacracy (14:52):
- Conflict Resolution and Human Resources (22:32):
Transcript of the audio:
Peter: Hello, Jonathan. I’d like to wish you a pleasant day.
Jonathan: Hello and good afternoon. Peter, how are you doing?
Peter: I’m feeling nimble, slim, and nimble-fingered.
Jonathan: I’m not sure about the agility, but you seem to be slim.
Peter: That’s a good point. That’s an excellent transition…
Jonathan: What’s up with that?
…to today’s subject, “How to Apply Agile Methodology to Your Business?” Peter: There are many lessons to be learned from some of the most prominent agile methods. We’ll discuss what’s going on in the globe with some of these more extreme agile methods, as well as what you can do with your workers and how small companies can think about HR in a practical manner.
Jonathan: Let’s face it, you’re going to have some issues in your company, whether it’s with the way you manufacture your product or how your workers interact with one another and with you.
Yes, or even a more tech-oriented company may have problems with publication, deadlines, or getting work done quickly.
Jonathan: If you go to Bplans.com today, you’ll come across an article titled “How to Solve Problems in Your Business.” It’s referring to three distinct business methods with a track record of success. Can you explain us what those techniques are, Peter?
Peter: These three methods are only a few of the many that have gained popularity throughout time. I simply wanted to make sure our audience understood what the three were, what the fundamentals were, and what was behind them, as well as how they might apply some of them.
Jonathan: That’s great if you believe you manage issues well and your company isn’t in any immediate risk. This episode may not be for you, but there may be some listeners who say to themselves, “Listen, I’ve got a lot coming my way and I simply don’t know how to manage it, or the way I’ve been managing things doesn’t seem to be working.” This is the perfect episode for you.
Peter: In fact, I believe that any company may profit by knowing that these concepts exist and that they have the potential to be beneficial. It’s probably simpler to avoid going down that path and knowing a little bit about it and choosing not to than it is to endure the possible failures of not learning from the shared learning that we’re all doing. Why don’t we simply jump right in? Is it possible to start with Kanban?
In a nutshell, you’ll never hear about Kanban without hearing about two key aspects. For starters, it comes from the concept of a food shop. The grocery shop delivers exactly when it says it would. The notion of “just in time” is fundamental to Kanban’s characteristics. The second significant point you’ll hear about Kanban is that Toyota saw these grocery shops and backfields and incorporated them into their production process, resulting in increased efficiency and a reduction in error-prone goods down the line.
Jonathan: Okay. That sounds wonderful, but how does that apply to a tiny company that isn’t mass-producing automobiles?
Sure, Peter. A lot of the software people internalized a little bit of this idea. On the Toyota side, we learnt about the just-in-time mindset, which states that the quantity of apples on the shelf can only be kept there for a specific amount of time before rotting. The quantity of apples that should be on the shelves is determined by the number of individuals who will ultimately buy them. In modern times, we refer to this as “pull,” or market pull.
Jonathan: Right, demand-driven pulling rather than pushing the product down the line mistakes and all that?
Peter: That’s right. If you’re in the software industry, a lot of people who have used it have begun to conceive of their own development cycle as a linear process. For instance, if the graphics team is unable to work on anything until the preceding group has completed it, this may be considered a linear process.
What you don’t want is for these particular groups to produce as much work as they possibly can, limiting the amount of work that anybody can do, and the quantity of product that anyone can produce, to the capacity that the next step down the line can handle.
Jonathan: If a small company wants to use the Kanban method, how does it go about doing so?
Peter: On a more technical level, the Kanban is technically these little cards that are transferred from a later stage of production to an earlier stage of manufacturing at Toyota. I would return the card if I needed a door for my frame, indicating that I had the ability to accept one door manufacturing. That door is then manufactured and passed down the line, allowing my vehicle to be built; but, if the door were to fall to you, you would not pass it down the line.
Again, the advantage is that you will never have a huge excess of door production simply because subsequent manufacturing processes aren’t quick enough or can’t handle as much as your component can create. If you’re studying the cards as they travel through the line and see which parts are slowing down, you can look at those cards as management and say, “Hey, it looks like these two sections need additional workers or greater efficiency.” Those are the issues I’ll have to deal with in order to optimize my output.”
Of all, if you’re just baking bread, you don’t create 10 times as much dough as your oven can handle.
Jonathan: Do you need any tools to apply the Kanban method, though?
Peter: Yes, it is an excellent question. I believe it would be beneficial to a medium-sized business, and there are software versions of this that function effectively. A lot of stuff is pretty obvious for a very small company, in my opinion. I’d want to encourage our listeners to conduct some research on the Kanban process and, if you’re a single owner with three workers, let us know your thoughts. Is it something you’re already doing in your head?
I believe that one of the most important aspects of this discussion that everyone should be aware of is that all three of these concepts are excellent readings. Again, I suggest that everyone knows the definitions and ideas that underpin them all, but in practice, they are nearly always significantly changed.
Jonathan: Yes, and it’s OK to adapt it to your particular company in order to get the best results. That is precisely what should occur.
Peter: What if I needed an extra 1% of your approval?
Jonathan: That’s a difficult percentage to achieve, but here’s how you might accomplish it:
Peter: One percent every day.
Jonathan: I’m going to teach you about Kaizen, which is a mentality and philosophy.
Peter: Okay, I see.
Jonathan: So, this isn’t really a method to put this huge problem-solving thing into action. It’s a way of thinking, a philosophy of constant development. Instead than being shocked and hampered by issues, Kaizen is about predicting and preventing them ahead of time. The term literally translates to “improvement.” Toyota popularized this once again. On NPR, there’s a wonderful tale called “The End of the Line.”
In Fremont, California, there was a plant that was a joint venture between GM and Toyota. Both businesses had issues that needed to be solved, and they decided that the best way to do it was to work together. Originally, this facility was a General Motors plant that had a reputation for just running amok. There was a union in existence, and employees were permitted to drink and engage in other [inaudible 00:07:52] activities.
Toyota stepped in and put its manufacturing method in place. One of the major takeaways from that was that Toyota employs the Kaizen philosophy, which entails continual improvement at any point along the production process. Anyone may notice something, innovate, and bring it to the attention of the rest of the world.
Peter: On the workplace, you may enhance your drug usage. Is that how you’re putting it?
False, Jonathan. “Never stop the assembly line for any reason, no matter what,” was GM’s attitude. If you did, you’d be fired since you were halting production. Toyota, on the other hand, held the attitude that anybody may halt the line because of the circumstances at this plant. Pull the chain, halt the line, and repair whatever is wrong with the process. Continuous improvement across the board will result in a much higher-quality product in the end.
Peter: That seems to be in line with the prior suggestion.
Jonathan: Without a doubt.
Peter: In most organizations, I really believe that innovation can occur at any level. If your customer service staff is exceptional and creative, something as basic as customer service may become your distinguishing feature. Is it beneficial for your business to cultivate a Kaizen spirit?
Jonathan: Yes, I believe the best place to start is with your company’s culture. It is not the CEO’s or middle managers’ responsibility to be the only ones inventing. Bring it to the attention of everyone else if you see an issue that might be improved by X%, even if it’s just by 1%.
Peter: If you’re a top-down company, it’s about being open-minded.
Jonathan: Have a discussion with your workers about how you can apply this in your company right now. In essence, there are no dumb ideas. Please bring your suggestions to this position; we’d like to hear them. It will not always be implemented, but we will listen to it and take it into consideration.
Peter: The Kaizen concept is something that we can all benefit from. On a follow-up, I believe we should definitely provide them some reading materials and takeout reading materials.
Jonathan: Yes, I’d recommend Alan Henry’s essay on Lifehacker.com, Getting Better at Giving Better. I’d also recommend a story about our client called “Jed’s Plant Pickets” that we published on the life plan blog, which is our software blog. He discusses how he intends to use that idea. You discover efficiencies in his production process, allowing him to reduce his expenses without sacrificing the quality of his product.
Peter: We’ve discussed Kanban, Kanzen, and now Scrum, which is the third term in our collection of amusing words. Scrum is more of a method, or a method applied. What’s the big deal about it?
Jonathan: This is another another area in which I lack expertise.
Jonathan, you do it. Peter: You do it. Scrum is something you do once a week.
Jonathan: When it comes to Scrum, I’m what they call a product owner. I get to say, “Here’s a project I’d want to see completed; I’d like it done someday in the future or maybe next week,” and then hand it over to a Scrum master.
Peter: Before we get too culty with our language, because I believe [crosstalk 00:10:58], while Kanban was founded on the need to move the manufacturing process forward, Scrum assumes that there is a need to move the process forward and maintains a very similar type of focus only on a small number of things for the time that you’re working.
They’re similar in some ways, but they’re distinct in nearly every other aspect. Scrum is a method for teams to complete big projects by breaking them down into tiny tasks and concentrating on those little tasks for short periods of time called “sprints.” The Scrum is the gathering where everyone gathers.
Jonathan: This really works great when you have a lot of bigger projects to do, because it enables you to break down those huge projects into smaller jobs, and then you can work on many projects because you’re taking on each particular task and completing it in a certain sprint.
Peter: After that, you measure something called “the velocity of the team’s total performance.” With the Scrum methodology, which is arguably the most widely used current agile philosophy application. Again, most people today are talking about Scrum at the implementation level when they speak about agile.
The concept of velocity, or the greatest amount of speed you can accomplish on a particular job, lies at the heart of Scrum. There are also variations in implementation. You stated weekly Scrum meetings, and in certain instances, daily Scrum meetings.
Jonathan: Yes, and JIRA is the software program that our web team utilizes for this. It’s simply a method to keep track of everything in one place, to put all of your activities together, to move them down the line, and to see how they’re doing, to see whether they’re being done on time. There’s something called “the burned down rate,” which is the number of projects we claimed we’d finish in the two to four weeks sprint.
Have you accomplished the amount of projects that you stated you would do as time passes? If so, your burn down rate should ultimately drop to zero after you’ve finished all of your assignments by the deadline.
Peter: It’s interesting to consider how this applies to all of our listeners. Perhaps that’s something our listeners can contribute. Let’s think about it if you’re listening right now and don’t believe Scrum could possibly apply to you. Perhaps we can talk about it. It might be a fascinating exercise for us to see whether it applies.
Jonathan: There’s also an article titled “Is Scrum Right for Your Business?” Sara Angeles of the Business News Daily wrote it. There are a few things to consider. Is it a good cultural match for your company? It does require some self-control. It necessitates assessing what you’ve accomplished and utilizing that information to estimate what you’ll need to achieve next. Figuring out how that entire process works is going to take some time.
Peter: Both the Kanban and the Scrum methods have a set of rules and a structure to them. In some ways, you’ll have to learn this method of doing things in addition to your regular work.
Jonathan: The advantage of spending the time to understand that is that you’ll be able to discover efficiencies, break things down into smaller pieces, and therefore get more done faster than you would anticipate.
Peter: So it’s fascinating to see these three procedures as something that could be applied to any small company. Again, we’d love to hear your thoughts on each one, but we strongly advise you to follow the links and learn more about each one. It’s OK if you choose not to use any of these three, but we think it’s better to know what they are and choose not to use them than to be unaware that they exist.
One extreme case that I’ve heard a lot about lately, perhaps since May of this year. Tony, the CEO of Zappos, issued a large letter outlining how the business will be managed in the future. His strategy was dubbed “Halocracy.” It’s a forward-thinking, ultra-modern approach to company management, if you will. This Halocracy is almost cult-like, in my opinion. I don’t mean it in a critical sense; rather, it begins to resemble a cultish feel, to put it that way.
Jonathan: Sure, let’s speak about it, and we’ll figure out why it seems like a cult. Halocracy is based on the notion that there are no managers. Everyone has worth and the capacity to work on whatever they believe needs to be worked on, which leads to what.
Peter: That’s an intriguing place to start. At the end of the day, a series of concentric rings charged each person with a tiny part of what their previous boss would have applied to their day-to-day job, each worker is engaged in these circles, and the circles clash with one another. To be honest, I’ve read seven papers on the subject and am unable to re-describe the procedure.
Jonathan: As we talk, I’m getting a little lost. Yeah, and I read an essay in the New Republic headlined “First, let’s get rid of all the bosses” that resonated with me. That is a fantastic in-depth essay. It’s very balanced, stating that some people fully believe it and say, “Yes, this is the way of the future,” and it also mentions the individuals who weren’t prepared for the offer and how it’s affecting Zappos’ business model.
Peter: I would really advise folks to read Tony’s e-mail in its entirety. The whole thing has been made public on the internet. It’s a lengthy e-mail. He estimates that it will take the reader 30 minutes to finish. It also connects to the real book that everyone is required to read, which is a source of some worry for me. I’d love to hear that everything is going swimmingly, but I have some reservations. One is the amount of learning required for a single-task employee to execute Halocracy’s networked, managed, and systemic method.
Jonathan: Yeah, for someone who doesn’t have a lot of experience and is working at a company like this, and previously in this hierarchy was low on the totem pole, how did they make decisions and feel comfortable making those decisions with any real sense that, “I’m going to keep my job if I make a mistake, because I don’t have this direct relationship with the manager to talk through that,” because they don’t have this direct relationship with the manager to talk through that? That is a bizarre idea, in my opinion.
Peter: On a day-to-day basis, I believe it would be very perplexing for the typical 9-to-5 employee. From a top-down viewpoint, one of the benefits of a Scrum or Kanban-style system is that if you have a lot of highly talented people, there are a handful of worse things you can do. Distracting them with ten other things they need to accomplish in a given day is one of the worst things you can do.
The second issue is that management may usually consist of “Master craftsman,” as I refer to them. The individual who is the greatest at computer programming may then go on to head a team of computer programmers, which is incorrect in two respects. For starters, you’re robbing them of time that they might be spending programming computers. Second, their background was not in personal management, which you have now elevated them to. In the Zappos instance, I’m concerned that he’s dispersing a lot of his management duties, and management is a highly skilled job.
Jonathan: Right. Some of the criticism leveled at this approach so far has been along the lines of, “This is simply a means to get rid of managers since the issue with managers is that you end up with a high-paid individual who isn’t adding much to the company’s productivity.” What about the concept of Halocracy appeals to us? Is there anything more I can do?
Peter: It has a pleasant quality about it. There are certain inefficiencies in management. I believe our audience will not be able to connect to this when your business gets larger, but they will be able to see it out there in the world. If you have 10,000 workers, 1,000 employees, or 500 people, there seems to be waste, and how do you deal with it?
On a lesser scale, you may begin by saying, “Hey, I can identify the managers who are wasting time and not being efficient,” and then just urge them to improve or fire them. I’m sure that will be tough if the company reaches a certain size.
Jonathan: The concept of compensation is one of the points raised in the article I mentioned earlier that I believe is a fantastic illustration of why this doesn’t work. Who makes the decisions, and who gets paid what? Who do you speak to now that you’ve been paid this amount and have done additional excellent work, and you’re ready to be paid more because you believe you deserve it?
Peter: That is addressed in the essay, which I believe is excellent. At the end of the day, it has this extremely inter-circular structure, with some minimum wage employees essentially asking the company’s CEO for a raise.
Another concern I have about this system is that there are a lot of directed functional vision-based directions that go down to individual workers, that usually go down to this management structure that is determined either at the top of the business or somewhere in the center. For example, who is the one who says the deadline is X and the budget is Y if a marketing campaign is set to launch next month as a result of these six factors?
Jonathan: Both you and I have expressed the sentiment, “Look, we don’t work there.” We have a say in how things turn out.” We can’t say if it’s the correct move for Zappos. Simultaneously, let’s be honest. What do you believe your situation would be if you worked there? What would your reaction be?
Peter: Man, I’d be bugged out. Pretend you got the e-mail and go check out the book. To tell you the truth, it reads like science fiction to me. I’m reading the Cryptonomicon over here, and it’s driving me insane.
Jonathan: Yeah, and I think I’d agree with you, but returning to our overall theme of today’s episode about solving business problems, I think it’s worth noting that there’s a risk of trying to solve problems at such a high level that you end up creating more problems by instituting these company-wide processes that everyone has to spend time learning, which takes time. Isn’t it very difficult to cope with?
Peter: Yes, if I had to offer one suggestion, innovate where you can and don’t feel obligated to reinvent every aspect of your company just to be different. It’s OK to just be creative in some areas, and I believe that’s the advise I’d offer to our listeners: if you’re good at something, stick to it. On a daily basis, you don’t have to be completely cutting-edge creative in every area of your company.
Jonathan: That sounds fantastic. That’s a fantastic term, in my opinion.
Peter: Sure, let’s learn from what others have discovered.
Jonathan: That sounds interesting.
Peter: Trevor Bentenson, Palo Alto Software’s CFO, is our guest today. Trevor, thank you for coming.
Trevor: Thank you for inviting me. I’m delighted to be here.
Peter: Trevor was asked to speak a little about HR in the context of small businesses. Is that correct?
Trevor: Yes, that’s correct. We’ve spoken about how to solve difficulties in your company, and one of the most common issues is staff management. Who better to discuss it with than our own HR representative?
Peter: HR seems to be the domain of bigger firms, corporate type things, when we think about small businesses, particularly the tiniest enterprises, maybe one or zero workers. Why do tiny businesses consider HR issues at all?
Trevor: I believe that most small companies, even if they aren’t large enough to have a dedicated HR department, should be aware of potential HR problems. Even though we are a smaller company, and similar to other companies where I’ve worked as an accountant, it appears that accountants are frequently involved in HR-related issues because many people equate human resources with payroll, paying people, and employing people, and as a result, they become involved in hiring and firing.
They’re also great at remembering rules, following instructions, and creating processes. It’s only logical, in my opinion, that even tiny companies who don’t… Even if you just have one employee, you should start thinking about what you’ll do with those rules and procedures.
Peter: Really, you’re already dealing with HR problems at some level, even if your company is the tiniest possible?
Trevor: Yes, I believe that as soon as you have even one employee, whether it’s a tiny company in your garage or your husband or brother, you should start thinking about how you’ll handle HR problems.
Peter: How do you get from my brother, uncle, and cousin all placing my goods in boxes and doing other things to the point where you’re making it official? Is that a transition you anticipate many of these small companies, maybe even some of our listeners, to go through at some point?
Trevor: I believe that a lot of the time what happens is that people don’t think about it, and then when things happen, when issues arise, they attempt to retroactively figure out and repair things, which might be as easy as defining duties. There may be a husband and wife partnership, and one may be better at a certain aspect of the company, but ultimately you’ll have to get down and speak about it, drawing lines about who’s going to do what, when and where, and who’s going to be responsible? After all, someone has to be in control at the end of the day.
Peter: What am I in charge of? Sorry for being a moron, but what exactly is HR? Where does it all begin? Where does it all come to an end?
Trevor: It entails a significant amount of effort. The recruiting procedure, I believe, would be the beginning. That is, how are you going to compensate the individual? How will you keep track of their working hours? Is insurance something you provide? Is it a legal need for you to provide insurance? How does the new Affordable Healthcare Act affect you as a small company owner? In Oregon, a sick leave law was just enacted that would impact even small companies. How are you going to monitor that item if you just have one employee? There are a number of things to consider and know the answers to before hiring your first employee, such as payroll taxes and workers compensation insurance.
Peter: It’s not only about concealing your tracks so you don’t get caught. Is there more to it?
Trevor: Yes, I believe it to be more. Recruiting and retaining employees is a big part of it. If you haven’t considered any of these factors and are attempting to get a valuable employee to join your team, why would they work with you if it’s uncertain how they’ll be paid, how much they’ll be paid, or how frequently they’ll be paid? If you do provide insurance, how will it impact them if they have a family or other responsibilities? There’s a lot more to it than simply meeting the legal criteria for employing workers.
Peter: You’re suggesting it may come down to staff retention, which can lower overall expenses for the company while also making it more effective and efficient over time?
Trevor: That’s right. In addition, I believe that when you begin to hire workers, the nature of your relationship changes, even if you are a husband and wife. It might be a long-lost best buddy from elementary school. As soon as you start a company together, problems will arise, particularly if it’s with someone you know outside of the business.
Jonathan: So, let’s talk about Trevor. Let’s pretend that one of our listeners, or a group of listeners, hasn’t recruited their first employee yet, but that it’s on the way. What are some things you wish you had known before you began or that you believe are typical hazards or things that people don’t anticipate to have to deal with human resources that you’ve learned over the years?
Trevor: One of the most significant issues, in my opinion, is that they do not comprehend all of the taxes. It’s undoubtedly the most difficult task. An employee of ours just moved to Texas. That was ok with the hiring manager. After the fact, you’re trying to find out, “Okay, what jurisdiction do they live in?” This individual has worked here for a long, they could work remotely, and you’re trying to figure out, “Okay, what jurisdiction do they reside in?” What kind of workers’ compensation insurance do they need to be covered under the employment insurance that we put up for them?”
If you can do a little bit of study ahead of time, I don’t believe it’s too late if you haven’t already. You may discover information by doing a simple Google search or an internet search. You may contact your local tax authority or a CPA in your area. I believe there are many resources available to you.
Jonathan: So, if you need tax knowledge, do some study, speak to a CPA, and get started on that. Are there any additional things that folks should be aware of?
Trevor: The most important thing, as I said briefly before, is to make sure you have a clearly defined job for which they are being recruited. If you’re creating something in your garage and they’re helping you pack and transport it, make sure they understand precisely what you’re talking about. Many times, I believe, there are tensions between the owner and management and the new employee because the owner and manager do not inform them what is expected of them. They don’t properly teach them, and then they get angry when they don’t do it the way they would. It’s easy to get frustrated and confused if you’re not clear and explicit.
Jonathan: That’s fantastic. Trevor, thank you so much. I’m not going to mention any names, but Peter hasn’t been very kind to me recently. I wanted to ask you whether you could fire him from a human resources standpoint. Is it something you’re comfortable with?
Peter: Are you talking about the podcast?
Jonathan: Maybe it’s simply life? Let’s move on to the next topic: dispute resolution. What if you have two workers that are feuding with one another? How do you deal with that?
Trevor: I believe the most important thing you should do is speak with them. There’s a lot of tension and dissatisfaction because people’s expectations aren’t always fulfilled. They haven’t been communicating well. I’m a mother of three girls, and I believe that part of being a parent is comparable to running a company. My elder daughter recently stated some extremely hurtful things to my younger daughter. “Sometimes there are things that you say that you can’t take back,” I said to three people. That may happen to workers, supervisors, and managers, too.
As a boss, you may feel compelled to say something you later regret. I believe it’s important to consider before you speak; Steven Covey once said, “Seek to understand before being understood.” I believe it is important to ensure that when an issue arises, you take the time to pause and think about it while being cool.
Peter: That’s fantastic. I believe we can all agree that Jonathan is hearing and interpreting things irrationally and has a vendetta towards someone. Trevor, thank you for addressing this issue. On the episode, there’s some excellent HR work. Do you have any agile HR tips, Trevor? How do you maintain a slim figure? How do you ensure that everything is streamlined and efficient enough for a small company to perform effectively?
Trevor: A business called “Zenefits” is one of the items we began utilizing early this year. The best part about this business is that it is completely free. They can be your insurance broker if you’re large enough to require health insurance, but even if you’re not, it’s still a free service for anybody who wants to use it. It has the potential to make your small company seem much more sophisticated than it is now. If you go ahead and set up your recruiting papers and the person’s e-mail, it will send them an offer letter, which they can accept and sign electronically online, along with their tax information and bank information if they’re being paid by direct deposit. Everything is saved on the internet.
Peter: We utilize Zenefits here, but we’re not connected with them in any way. I don’t believe that disclaimer is necessary for anybody who is listening, but…
Jonathan: It’s a fantastic suggestion.
Peter: Trevor, when we talk about the business Zappos Halocracy thing in our segment, we’ll go into more detail about it, but one of the crazy things that happened during this time was that the CEO of Zappos sent a memo to all employees, giving them the option of whether or not they wanted to participate in this new management technique. I believe 14% of employees choose to quit the business. What are your thoughts on such an action?
Trevor: It’s difficult to tell what they were thinking without being inside their business, but it almost looks like they had some employees that wanted to quit the company, so they created this policy to force the hand rather than say, “We’re shrinking.” They ought to have anticipated that individuals would quit the business as a result of the stress caused by the transition. Because retraining individuals is very costly and time-consuming if they are not.
Jonathan: Awesome. I believe they are good remarks, and I appreciate your time with us, Trevor. Any last comments on human resources, where to study more, or anything else along those lines?
Trevor: I believe that there are so many rules and regulations that individuals get paralyzed by fear and accomplish nothing. The most important thing is to do your best to communicate freely with your workers, since you’ll often sort things out as you go.
Peter: Okay, thanks to Trevor, Palo Alto Software’s CFO, as well as our HR Lee, our HR manager, and our HR guy.
Jonathan: Send us an email at [email protected] if you have a question you’d like us to address on the program. [email protected] is the address. [Juzinski 00:32:30] composed our theme song. Palo Alto Software, the creators of Bplans.com and MyPlan, brings you the Bcast. For everything you need to start planning and developing your company, go to Bplans.com.
Send us an email at [email protected] or a tweet at @Bplans if you have a question you’d like us to address on the program.
Palo Alto Software, the creators of Bplans.com and LivePlan, brings you the Bcast.
The all things work podcast is a podcast that discusses the problems in business, human resources, and #Zappos. It was created by Zappos CEO Tony Hsieh.
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