Devin Miller

As a leader, your influence on workplace culture is undeniable. Your decisions, actions, and priorities shape how your team operates. But true well-being at work can’t rest solely on a leader’s shoulders. It’s a shared responsibility that requires participation from everyone on the team. Kelly Mackin, CEO of Motives Met describes it perfectly: well-being is co-created. As Kelly and I recently chatted about, it’s about creating space for honest conversations, understanding individual needs, and empowering team members to contribute to a culture where everyone feels valued. Every interaction—whether a thoughtful 1:1, a team collaboration, or a simple acknowledgment of someone’s efforts—plays a role in shaping the culture. When leaders and team members work together, they can create an environment where everyone feels seen and supported. For more insights on building thriving teams, tune in to the latest episode of HR Superstars Podcast. Link in the comments. #ThriveAtWork #WorkplaceCulture #EmployeeEngagement #HRPodcast

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🚨 Lattice's State of People Strategy is in! And the results for 2026 are clear: HR continues to be pulled in every direction, but the best teams are rewriting the rules (it was time for a change, wasn't it?!). A few stats from this year’s report that stood out to me: - For the first time in six years, performance (40%) has overtaken engagement as HR’s top priority. But what's interesting is the highest-performing HR teams are 5x more likely to prioritize DEIB. Equity and inclusion (when done well) fuel performance, they don't distract from it. - 42% of HR pros are already experimenting with agentic AI, and top-performing teams are 8x more likely than low-performing teams to use it daily. You might be tired of my AI posts by now but AI is here to stay, y'all. - And despite 79% of HR leaders feeling secure in their roles, 41% considered leaving HR in the past year. The emotional toll is real. And Gen Z is not loving RTO. 👉 The my take is the most effective HR teams aren’t choosing between performance, people, or tech. They’re building systems where all three reinforce each other. Check it out and let me know which stats resonate (or don't) with you. Full report in the comments! #HR #lattice #stateofpeoplestrategy2026

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The Human Side of HR Tech: Lessons from 3 Enterprise HRIS Implementations Implementing a large-scale HRIS like Workday isn’t just an IT project—it’s an organizational transformation. I’ve had the opportunity (and the battle scars!) of leading three enterprise HRIS implementations—at Q2, BigCommerce, and we are currently underway at Olo—and the lesson is always the same: success hinges far more on people readiness than system readiness. The new workflows, dashboards, and self-service capabilities are powerful. But what truly unlocks value is how your people experience the change—from their first login to how empowered (or overwhelmed) they feel with the new system. Key Lessons for Leading Human-Centered HRIS Implementations: Design With, Not For Don’t just gather requirements—co-design with stakeholders at all levels. Involving actual users (especially people managers) builds better outcomes and buy-in. Change Is a Process, Not a Launch Date Go-live is a milestone, not a finish line. Plan for the emotional dip that often follows. Reinforcement and patience are just as critical as training. Narrate the “Why” You can’t over-communicate the why. “Efficiency” and “data visibility” are fine, but what does this change do for a frontline manager or an employee submitting leave? Train for Reality, Not Just Tasks Go beyond system navigation. Teach how Workday connects to real roles: performance reviews, comp planning, promotions. Make it personal. Honor the Grief Curve Especially for those coming off legacy systems or spreadsheets, there’s often real grief involved. Validate it. Don’t dismiss it as resistance. Across all three companies, the most successful implementations happened when we treated the change as cultural, not just technical. That means aligning leadership behaviors, redefining success metrics, and supporting employees with empathy through the transition. If your people feel empowered, heard, and confident—that’s when your HR tech truly delivers on its promise. I'd love to hear from others: what’s one thing you wish you'd done differently—or are glad you did—during a major HR tech transformation? #Workday #HRTech #HRIS #PeopleFirst #ChangeManagement #OrganizationalCulture #ChiefPeopleOfficer #WomenInLeadership #DigitalTransformation #FutureOfWork

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Here’s the #1 lesson you need to know to from our latest research that will help you land Gen Z hires, fast: Create more touchpoints with candidates and get on their radar sooner! Early talent recruiting has changed dramatically in recent years. Not too long ago, you could send a candidate a handful of emails, an invite or two to an in-person career event, and call it a day. Today, it takes an average of eight (8!!) touchpoints on Handshake for a student to take action or apply for a role. We know that employers who have the most success recruiting early talent post content on the Handshake feed, create targeted campaigns, and send personalized messages. Our new report has actionable, data-backed recommendations based on insights from some of the 15+ million students on our platform, including: -Posts that get the most engagement on the Handshake feed -Best practices that make students more likely to reply to a message -What students really want from career events 🔎 You can download the full report here: https://bit.ly/4gYT7dJ

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The layoffs we're seeing are about short-term measures of business success. They're about reducing expenses and securing "impressive" financial results in a quarterly or annual earnings call. Artificial tweaks on a spreadsheet to generate results that investors have proven to find favorable. They are not because these companies can't afford the salaries of these people or because these businesses are experiencing existential threat and need to downsize to avoid insolvency. It's about boosting the stock price and maximizing shareholder value. The people making the decisions to impact tens of thousands of everyday humans, will benefit financially from this strategy. It doesn't create real tangible value. It doesn't solve a sincere need or problem. It's not about serving customers better. It's about a system of control reminding us who has power and wealth and who doesn't. It's what happens when you create an incentive structure that puts profit over people and the planet. It's a reminder that we can be illogically fearful creatures who make emotional decisions, like deciding to hoard wealth for ourselves instead of working to ensure decency for all. While it's just a game to be won for some folks, it's also a wake up call for others. A reminder of the power each of us has in our individual choices. A nudge towards collective care and communal support. A cue to think critically around what is and isn't true; what's fabrication and spin, and what's fact. Here's something I know for certain: We can do so much better.

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