March 9, 2026

Reilly DiPlacido, Founder and CEO of Triumph HR

Reilly DiPlacido, Founder and CEO of Triumph HR
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Reilly DiPlacido - Founder & CEO of Triumph HR - an HR consulting and recruiting firm helping growing businesses build strong teams, stay compliant, and create workplaces where people and performance thrive.

She works closely with business owners and leadership to provide HR guidance from employee relations and compliance to talent strategy and leadership support. Reilly is passionate about simplifying HR so leaders can focus on growing their businesses and leading their teams with confidence.

Become a supporter of this podcast: https://www.spreaker.com/podcast/winning-business-radio--3075598/support.

WEBVTT

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The topics and opinions expressed in the following show are

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solely those of the hosts and their guests, and not

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be directed to those show hosts. Thank you for choosing

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W FOURCY Radio.

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Churchill said, those who failed to learn from history are

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condemned to repeat it. Kevin Helen n believes that certainly

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applies to business. Welcome to Winning Business Radio here at

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W four CY Radio. That's W four cy dot com

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and now your host, Kevin.

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Helen Thanks everybody for joining in again today. I am

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Kevin Hallanan and welcome back to Winning Business TV and

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Radio on W four cy dot We're streaming live on

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talkfo tv dot com, and of course we're streaming live

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at Facebook and that's at Winning Business Radio. And we're

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available after the live show on every platform where you

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could possibly find a podcast, YouTube, iHeartRadio, Spotify, Apple, and

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the list goes on the mission of the show winning

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business radio and TV, as regular viewers and listeners know,

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is to offer insights and advice to help people avoid

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the mistakes of others, to learn best practices. Those are

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the how tos, the what tos, the what not tos,

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and to be challenged and hopefully to be inspired by

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the successes of others. Those are consultants, coaches, advisors, authors,

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founders and owners, entrepreneurs, people with expertise. But you know,

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virtually every successful person that I've ever talked to has

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had some form of failure in their lives and careers.

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So I say it every week. While we also get

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our niee skinned once in a while, I'm driven to

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keep those scrapes from needing major surgery. Let's endeavor to

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learn from history so we don't repeat it. I've spent

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the better part of my career equipping businesses to grow

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from solopreneurs to small to mid sized companies all the

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way up to the Fortune fifty. And I've seen some

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of those companies win, and to a varying degree, I've

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seen some fail. I've had the opportunity to rub elbows

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with some of the highest performing people around and with

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some who probably should have found other professions and my

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own businesses too. I've had a lot of success, but

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some failures as well, and I like to think I've

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learned a lot from those experiences. So sure you're going

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to hear a little bit from me, but mostly I

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want you to hear from the guests. Those are experts, consultants, coaches, authors, advisors,

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founders and owners and entrepreneurs. Today's no exception. My guest

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is Riley de Placido, the founder and CEO of Triumph

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HR and here's her bio. Riley Placido is the founder

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and CEO of Triumph HR and HR consulting and recruiting

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firm that helps growing businesses build strong teams, stay compliant,

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and create workplaces where people and performance thrive. She works

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closely with business owners and leadership teams to provide practical

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HR guidance from yeah from employee relations and compliance to

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talent strategy and leadership support. Riley's passionate about simplifying HR

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so leaders can focus on growing their businesses and leading

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their teams with confidence. She ends up earned a bachelor's

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in psychology and business from Bridgewater State University and holds

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the SHR m CP Industry designation. She's a former board

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member of the New Haven Residential Treatment Center and currently

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the co director of the food Pantry of the Society

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of Saint Vincent de Paul. She resides in Attleboro, mass

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with her husband Matt, and their two German shepherds, Bruski

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and Bella, who I understands a handful. Riley, Welcome to

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Winning Business Radio.

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Hi, Kevin, thanks so much for having me today.

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Thanks being of course, this is overdue, long overdue, So

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let's start with your family. Tell us about Matt and

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the kids.

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Yeah, I know Bella and Bruski. As you said, the

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little one is a handful. Matt and I have a

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really cool story though, so we were both born and

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raised and rent the Massachusetts We've known each other our

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entire lives. Not many people get to say that about

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their spouse, which is really fun to be able to

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do so many different serendipitous things between us. Both of

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our sisters had the exact same birthday and grew up

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as friends, and then we knew each other the entire

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time growing up. My dad rented an office space from

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his dad for over twenty years. And they used to

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go out to dinner at least once a month, hanging out.

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So Matt and my father in law built my parents'

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house about fifteen years ago at this point, and the

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rest is kind of history from there. We got married

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back in October of twenty twenty five, right around the

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excuse me, October twenty twenty four, right around the same

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time I launched the business. So so many good things

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in our two German shepherds are wonderful. Bruski is a

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very loyal good boy, especially for dad, and Vella is

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about eighteen months and she is a little punk, all right.

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So I got to ask a little bit more about

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you and Matt with her other boy as a girlfriends

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in that time period. I mean, did you know where

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you were destined to be together or was there one

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specific time?

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So it's really cool. So he and I actually did

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go out on a few dates, probably about fifteen years ago,

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and then ultimately I decided to kind of I said

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to my best friend at the point, if I got

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involved with that, it would be really serious and I

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wasn't ready for that. So fifteen years later, here we are.

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So when we both look back kind of at the

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paths of our life. We both will say that this

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was absolutely destined for us to be together. It was

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just a matter of time.

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That's cool. And I understand you're building a new house

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and rent them back where it all started.

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Yeah. So we've always said that we were the biggest

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townies without living in rent them Massachusetts. But now we

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officially own land and rent them Massachusetts, so we can

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kind of say that we're townies, which is nice without

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living there just yet. But we are building a house.

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So we are building a duplex and my periods all

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move in and live.

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Next door to weyh. That's nice, really nice. Yeah, and

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when will that be ready?

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Great question, Kevin. I'll let you know when.

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I'm right, all right, make an announcement, Make an announcement. Yeah,

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all right. So when you were younger, like high school ish,

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what were your early interests back then?

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My early interest back then? I think if my parents

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had one thing to say about me, two things. My

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nickname growing up was Smiley Riley, which is very fitting

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for who I am. And I think as we look

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at the typical aspirations of a middle school high school er,

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a lot of them get into sports, and that just

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wasn't the thing for me, even as my husband will say, now,

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you were the least athletic person I know, and it

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is the most true thing. So I was the person

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on the sidelines typically saying, but aren't we having fun?

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When we were losing twenty to nothing and everyone's sitting

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there staying, no, we're not having fun. How can you

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even say that? So I would say most of my

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fun times had to be just connecting with people, talking

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and making friends.

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So you're a high eye yeah very yeah yeah samey.

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Who were your early influencers?

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Ooh, my early influencers? So first person that comes to

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my mind. I have three older sisters and each of

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them are my early influencers, but especially my sister Sheila.

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She was the next oldest know beyond me, and I

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just copied every single thing she did. She is that

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person who I would look up to as a little

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girl and want to be like, and still to this

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day I feel that way.

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Cool. Now, did you have jobs when you're a kid

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high school?

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I did so growing up in Rentham, Massachusetts. For those

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of you who are familiar, we have an outlet here

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in Rentham, Massachusetts. What we're well known for that was

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my first job. I worked at Polo until probably I

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was eighteen, and then from there went to college and

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all throughout college I worked as well at Rockland, which

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is a local regional banker. It was a great college job.

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Then transition to Citizens Bank in their internal h R department,

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and again the rest is history.

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So with working at Polo through high school and you

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know at that time frame, what was a lesson learned

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you could you could think about that you kind of

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kept with you.

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Yeah, I would say a lot of it. So the

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role that I had when I was at Polo, I

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was the cashier because I talked a lot, which is

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a great role for me, and I think one of

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the things that I would always learn from that was

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a little bit of my competitive streak because they would

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allow us to say, who is going to get the

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most purchases today, who is going to have the most

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X y Z sign ups? Things like that, and I

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thrive and that type of an environment. So it was

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nice for me to learn the aspects of a role

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that I really do enjoy. And then where other people

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may thrive, you know, folding close by themselves, more introverted,

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not me. I'd be bored out of my mind. So

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it was yes, I know. So it was really nice

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to be able to learn for myself what I needed out.

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Of a job. Where did you get the entrepreneurial book?

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So my dad owned his own business for my whole life.

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So he was a toy sales broker, and I think

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seeing him grow up or me grow up and him

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grow up too, right in this space where he was

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always self employed, he was the one who was going

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out signing the deals, building his business, and how important

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that was to us as a family and what that

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meant like he would always say, I'm the one who's

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putting bread on the table for us, and so it

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was really nice to see that, and he always put

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that inside of me, which was always really special. To

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be able to now be on the other side and

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have a business as well.

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Did mom work?

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Mom did not, So she did work a little bit

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at a jewelry story, she would say, for fun, so

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that she could get some of the discounts, but and

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mostly to get out of the house.

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Front of the house, for sure, Yeah, for sure. All right.

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So early in your career you said you went from

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Rockland during college to Citizens Bank. How did you get

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that role and it was an HR specialist promoted senior

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HR specialist. Right.

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Yeah, So when I was getting into Citizens Bank, even

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going back when I was in college, I was getting

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my psychology degree and I got into my junior year

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and said, what the heck am I going to do

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with this? And at that point in time, my professor

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in industrial organizational psyche said, you love this, You thrive

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in this type of environment. Go to the business school,

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get an HR minor get an internship. See if you

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liked it.

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Good for them.

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At that point, I was juggling full time college internship

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and working full time RUST exactly, so I thrive in

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those times. So ultimately from there, I think it was

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just this natural progression for me to find the HR

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service specialist role at Citizens Bank with my banking history.

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I was at.

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Citizens Bank for about I want to say a year,

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and then quickly outgrew the roles that I was in,

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and that's where I landed myself into a consultant opportunity.

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What was the best part of that position at Citizens

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I learned.

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So much in such a short amount of time. In

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learning too from a big organization like Citizens where they

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have their HR functions very departmentalized and very different circles

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of the influence and excellence, and that it was the

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best experience for me to get the breadth and depth

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of an HR function and to be able to work

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with different entities such as pay roll, talent, acquisition, employee relations.

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But truly just that foundation.

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And then what was behind the move to one Digital

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And you mentioned a different role now HR strategy consultant.

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Tell us about that role.

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So I transitioned from Citizens Bank. Before we became one Digital,

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it was a company called Insight Performance and we got

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then acquired by one Digital. Over the years, when I

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started out at Insight Performance, I started out at an

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HR coordinator level, so I was coming in and my

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role was to support the consultants who were supporting the clients,

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so really behind the scenes. Very quickly, I want to say,

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within three months, I was then consulting with clients on

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the front lines, which was so fun and exciting. When

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I was at citizens and outgrew that role, I was

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working with a recruiter and she really gave me two options.

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Do you want to go into an HR generalist role

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at one organization or here's this consultancy opportunity or you

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could disguise the limit. I chose the HR consultancy opportunity,

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which was wonderful. From after being an HR Services coordinator,

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I then grew into the HR consultant role senior HR consultant,

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and then this last role that I was in while

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I was there was an HR strategy consultant. That was

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a role that was created for me, and it was

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hybrid between client relationship management and sales. So I had

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the ability to learn what it was like to have

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a quota, learn how to get out there, sell, prospect,

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build business, and I had a big hand in building

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our entire HR consulting function in the Connecticut space.

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That's awesome. That's awesome. Most important lesson learned from that role,

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Oh most that's as hard as the questions get by

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the way, I.

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Know, I think there are a few. One I would

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say is how much I truly love sales and client

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relationships and I only learned that after I got out

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of that role. And second to that is I truly

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learned what it meant to collaborate with other individuals and

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how sometimes that isn't always the easiest thing to do,

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but it's the best thing to do.

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That's great. I love hearing that. All right, we're going

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to take our first break right here. It's about quarter

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after the hour, and we'll be back in about a

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minute with Riley Diplasio.

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You're listening to Winning Business Radio with Kevin Helene on

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And now back to Winning Business Radio with Kevin helenan

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presenting exciting topics and expert guests with one goal in

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mind to help you succeed in business. Here once again

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is Kevin Helena.

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All right, we're back again with rile Ley Laplacido, founder

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and CEO of Triumph HR. What's behind the name Triumph?

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00:16:07.639 --> 00:16:10.080
Yeah, it took me a long time, Kevin, to try

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to figure out and land on Triumph, and it brings

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in some of my Christian values. I went through numerous

305
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amounts of different entities names what felt right, and then

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when you think about Triumph, it feels so active, it

307
00:16:24.080 --> 00:16:27.480
feels so assured, it feels so confident, and to be

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able to help our clients really triumph over their challenges

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is what we're here for.

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That's awesome. That's awesome. I knew it was something that good,

311
00:16:35.120 --> 00:16:37.679
So all right, let's go back. You went over to

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Boston Digital after that director people of Talent.

313
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Yes, Yes, So once I was at Insight, which turned

314
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into one Digital for a combined amount of about seven

315
00:16:47.320 --> 00:16:49.360
or eight years, it was time for me to spread

316
00:16:49.360 --> 00:16:51.759
my wings and figure out what might be next. This

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has been my next role as an internal director of

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people and culture. I worked with them internally, came on

319
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they were a digital marketing organization here in Boston, and

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helped them to get to the point over a two

321
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year span where they were ready to sell and they

322
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then got acquired by another firm, which was always their

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goal at play. So it was really fantastic partnering with

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that organization and also having some experience being that internal

325
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director of people in culture. But within that time I

326
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realized how much I love consulting, and so that brought

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me to the next world that I was with in

328
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source services, and I went there. They do ITHR and

329
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finance consulting, and I came on as a senior HR

330
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consultant and that was the time that I was there

331
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for about a year and a half, really helping to

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support mainly nonprofit organizations with their HR needs. And next came.

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Try of all right, so we got to pause on that. Yes,

334
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so what was the nextus of that? Why did you

335
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want to be I mean, yes, she talked, talk about

336
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the it's kind of in your blood and your parent,

337
00:18:02.799 --> 00:18:06.279
your dad, et cetera. But what was the timing about.

338
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I'm sure you didn't say, Hey, I'm going to get

339
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married and start a business at the same time, right.

340
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You know I didn't, But it was really fascinating. The

341
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entire time that I was at in Source, there was

342
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a lot of desire for me to go out on

343
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my own, and so I was talking about it endlessly,

344
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and at the point where we were about to get married,

345
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my husband a week before that lovingly said to me,

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I love you so much. You are the only one

347
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holding you back, and I cannot keep having this conversation

348
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over and over again. So you either need to do

349
00:18:41.960 --> 00:18:45.000
this and do it now, or we have to stop

350
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talking about it. And now, Kevin, if you know anything

351
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about me, I'm not really capable of stopping to talk

352
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about things that I felt really passionate about. And it

353
00:18:54.519 --> 00:18:56.920
really made me pause, and I said, am I going

354
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to be happy if I stay where I am? And

355
00:19:00.240 --> 00:19:02.640
we all knew what the answer was, and so love

356
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and behold. A week before the wedding, I put in

357
00:19:04.559 --> 00:19:07.319
my two week notice we got married, you.

358
00:19:07.440 --> 00:19:10.240
Know, yeah, did you honeymoon right? Then?

359
00:19:11.000 --> 00:19:12.880
It was? We went right after we did a mini

360
00:19:12.920 --> 00:19:14.799
moon up to New Hampshire which was very nice.

361
00:19:14.880 --> 00:19:17.599
Nice. I love New Hampshire. Yeah, all right, so that

362
00:19:17.680 --> 00:19:21.000
was October twenty four. Tell us about the company.

363
00:19:21.200 --> 00:19:24.440
Yeah, so Triumph HR, which is so amazing. Today we

364
00:19:24.559 --> 00:19:28.440
hired our seventh employee to be able to support our clients.

365
00:19:29.400 --> 00:19:32.480
Last week we also hired another an individual on our

366
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team and our team is just growing and our focus

367
00:19:34.720 --> 00:19:36.799
is to help small to midsized companies. So either have

368
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no HR or overwhelmed HR, make sure that they're incompliance,

369
00:19:40.920 --> 00:19:43.000
that your employees are engaged, and that your culture is

370
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what you want it to be. HR is something that founders, CEOs,

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business owners do not get into business to do. I

372
00:19:51.400 --> 00:19:55.319
know that, and it's something that so frequently keeps people

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up at night. That's where we can come in so

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we can take it off of your plate and make

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sure that you can actually get some sleep knowing that

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it's taken care of.

377
00:20:04.480 --> 00:20:06.559
Now. I know you know this, you know this well.

378
00:20:07.039 --> 00:20:12.279
But guys like Tim Kannely, who represent employers against employees,

379
00:20:12.799 --> 00:20:14.359
we know that there are a lot of problems that

380
00:20:14.400 --> 00:20:18.799
go on right and you help your clients avoid a

381
00:20:18.799 --> 00:20:21.119
lot of those problems. So talk about, first of all,

382
00:20:21.160 --> 00:20:23.400
who your typical clients are. I know you say small

383
00:20:23.400 --> 00:20:26.440
to mid size ten through one hundred, but give us

384
00:20:26.480 --> 00:20:28.319
give us an idea of the type of client you

385
00:20:28.359 --> 00:20:28.799
may work with.

386
00:20:28.880 --> 00:20:32.920
Yeah, So talking about our typical clients, as you identified,

387
00:20:32.920 --> 00:20:35.400
they're typically between ten and one hundred, and we often

388
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will support clients smaller than that too. So think about

389
00:20:38.559 --> 00:20:41.759
your solopreneur who's ready to hire their first employee. Will

390
00:20:41.839 --> 00:20:45.240
absolutely support them to get everything set up and ready

391
00:20:45.839 --> 00:20:48.880
from the beginning. That proactive piece is really what we're

392
00:20:48.880 --> 00:20:51.400
here for to make sure that there aren't those fire

393
00:20:51.519 --> 00:20:53.920
drills where we need to bring employment law in at

394
00:20:53.920 --> 00:20:57.039
the end. We're there to prevent that all from happening.

395
00:20:57.119 --> 00:20:59.839
We're industry agnostic on purpose. We've had success with all

396
00:20:59.839 --> 00:21:04.119
the for an industry. We really have a depth between both,

397
00:21:04.559 --> 00:21:11.039
whether it be construction, HVAC, plumbing. We also work with

398
00:21:11.119 --> 00:21:16.480
some pest control individuals or organizations nonprofits. We also I

399
00:21:16.599 --> 00:21:19.359
have a sweet spot for digital marketing too. Just that

400
00:21:20.160 --> 00:21:24.839
peace really aligns with my brain, which is so fun

401
00:21:24.839 --> 00:21:26.920
to be able to work with them. But We also

402
00:21:26.960 --> 00:21:33.440
work with financial institutions, benefits, insurance providers, brokers, things of

403
00:21:33.440 --> 00:21:38.680
that nature. So we really spam the entire space daycare schools.

404
00:21:40.559 --> 00:21:43.240
When you first got started, what was the hardest part

405
00:21:43.359 --> 00:21:46.319
of putting the shingle up and saying okay, we're real.

406
00:21:47.000 --> 00:21:49.519
Yeah, I think the hardest part and I think a

407
00:21:49.519 --> 00:21:51.400
lot of people can relate to this when you go

408
00:21:51.440 --> 00:21:55.319
into business, it's the unknown. It's the I don't know

409
00:21:55.559 --> 00:21:59.200
how to X whatever that is for each individual. For me,

410
00:22:00.119 --> 00:22:03.839
I knew how to build an HR consulting business, meaning

411
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I know how to do it the behind the scenes

412
00:22:06.480 --> 00:22:10.279
of it. What I personally didn't know was quite honestly,

413
00:22:10.440 --> 00:22:13.279
the tax piece, and that to me was the most daunting.

414
00:22:13.640 --> 00:22:17.839
But here's the thing. You find the resources and the

415
00:22:17.920 --> 00:22:21.119
support to get you through and to teach you all

416
00:22:21.160 --> 00:22:24.200
of that. I have a wonderful CPA now, so I'm supported, right,

417
00:22:24.240 --> 00:22:26.680
And if I could go back and tell that girl

418
00:22:27.720 --> 00:22:30.000
two three years ago, how would they just do it?

419
00:22:30.359 --> 00:22:30.559
Go?

420
00:22:30.640 --> 00:22:31.799
Now? Start?

421
00:22:32.799 --> 00:22:36.680
So, how do you like running the business? You know, budget?

422
00:22:37.559 --> 00:22:41.119
Now you're doing all that partnership stuff versus are you

423
00:22:41.240 --> 00:22:42.839
doing less consulting?

424
00:22:43.759 --> 00:22:45.920
Yeah, so we're really trying to make the shift for

425
00:22:45.960 --> 00:22:49.640
me to do less consulting over time, and I'm really

426
00:22:49.680 --> 00:22:53.920
there for our consultants and clients as that overarching high

427
00:22:54.000 --> 00:22:57.960
level relationship manager, but really not in as much of

428
00:22:58.000 --> 00:23:01.559
the day to day. So shifting that focus to being

429
00:23:01.720 --> 00:23:04.559
about the business and working on the business instead of

430
00:23:04.599 --> 00:23:07.720
in the business has been really fun for me. I

431
00:23:07.920 --> 00:23:10.279
love being able to be out there and do things

432
00:23:10.279 --> 00:23:13.279
with you, Kevin, like networking and getting our name and

433
00:23:13.319 --> 00:23:17.519
brand out there, educational content for our clients and prospects,

434
00:23:17.880 --> 00:23:21.000
and also, as you said, the budgeting aspect. For me,

435
00:23:21.759 --> 00:23:24.519
I love being able to see the numbers and to

436
00:23:24.559 --> 00:23:27.960
be able to be behind the scenes knowing what we

437
00:23:28.079 --> 00:23:30.079
need to be hitting, where we need to be going

438
00:23:30.119 --> 00:23:32.359
and all that looks like it's something that really excites me.

439
00:23:32.720 --> 00:23:34.920
Right, when should you make that next tire based upon

440
00:23:35.279 --> 00:23:39.359
client out revenue, et cetera. Right? Yeah, right, And are

441
00:23:39.359 --> 00:23:40.200
you doing the sales?

442
00:23:41.039 --> 00:23:45.039
I am, yes, Yeah, So that's a function that I

443
00:23:45.079 --> 00:23:46.920
was really missing in the last role that I was in.

444
00:23:47.000 --> 00:23:49.640
I love to be able to create great client relationships

445
00:23:49.680 --> 00:23:53.119
and really solve problems for our prospects and clients, and

446
00:23:53.200 --> 00:23:56.279
so the ability for me to be out there doing

447
00:23:56.359 --> 00:23:59.240
that on a constant basis is something that's so exciting

448
00:23:59.240 --> 00:24:02.839
in fun to me. Not only am myself doing sales

449
00:24:02.880 --> 00:24:06.119
for the business, but we also have my HR strategy associate, Cacidy,

450
00:24:06.119 --> 00:24:08.920
who's also starting to get involved in networking and business

451
00:24:08.960 --> 00:24:09.839
development as well.

452
00:24:10.200 --> 00:24:11.799
All Right, I realize, I forgot to do something and

453
00:24:11.799 --> 00:24:14.680
then we'll come back. We're about six minutes away from

454
00:24:14.680 --> 00:24:17.079
the next commercial. I forgot to have you in the chat.

455
00:24:17.119 --> 00:24:21.359
When during the commercial break, type in the chat whatever

456
00:24:21.400 --> 00:24:25.240
contact information you want, website, email, if you want to

457
00:24:25.240 --> 00:24:26.599
put a phone, and we can do that too, that's

458
00:24:26.599 --> 00:24:30.559
totally to you. But describe the individuals and what their

459
00:24:30.640 --> 00:24:32.000
roles are on the team.

460
00:24:32.240 --> 00:24:36.559
Yeah, So we have at this point in time, three

461
00:24:36.960 --> 00:24:40.079
HR consultants. So those are the individuals who are really

462
00:24:40.119 --> 00:24:43.400
there dedicated to each client. So if somebody is working

463
00:24:43.400 --> 00:24:46.039
with us, you are going to get one HR consultant

464
00:24:46.400 --> 00:24:49.000
to you and your team. That way, when you introduce

465
00:24:49.079 --> 00:24:52.000
us to your leadership, your managers, and your employees, you

466
00:24:52.079 --> 00:24:54.079
all know who you're working with, and we build that

467
00:24:54.200 --> 00:24:57.799
relationship over time to truly become an extension of your

468
00:24:57.839 --> 00:25:01.640
team and your business partner. Secondary to that, as I mentioned,

469
00:25:01.680 --> 00:25:05.480
we have our HR Strategy Associate Cassidy. She helps to

470
00:25:05.519 --> 00:25:09.079
do marketing, sales, enablement, and is getting involved in the

471
00:25:09.119 --> 00:25:12.640
business development piece as well. We just hired an HR

472
00:25:12.720 --> 00:25:15.960
Services Coordinator and so that is an individual who's there

473
00:25:16.000 --> 00:25:18.440
to help to support all of the consultants and their

474
00:25:18.519 --> 00:25:20.599
day to day work to make sure things are going

475
00:25:20.640 --> 00:25:23.599
smoothly and any kind of behind the scenes processes that

476
00:25:23.640 --> 00:25:27.720
we can help have her involved in for efficiency. And

477
00:25:27.759 --> 00:25:30.279
then we do have our recruiter Courtney as well, so

478
00:25:30.359 --> 00:25:33.160
Courtney is there to help our talent acquisition. When our

479
00:25:33.759 --> 00:25:36.359
clients need to hire, we are there to be able

480
00:25:36.400 --> 00:25:39.000
to support them. We have our own applicant tracking system

481
00:25:39.319 --> 00:25:43.720
and not only do we post roles, we actively source

482
00:25:43.839 --> 00:25:46.400
candidates as well, so we have some really cool tools

483
00:25:46.400 --> 00:25:49.079
and functions to be able to find the right candidate,

484
00:25:49.279 --> 00:25:52.759
not just do the post and prey like some organizations do.

485
00:25:55.559 --> 00:25:59.279
Let's see what sets Triumph apart from other firms.

486
00:26:00.559 --> 00:26:02.720
One of the things that I consistently hear when we

487
00:26:02.799 --> 00:26:05.960
ask this question to our clients of what made you

488
00:26:06.079 --> 00:26:10.359
go with us? We love to hear why they consistently

489
00:26:10.559 --> 00:26:14.240
say the relationship and trust aspect that we bring to

490
00:26:14.359 --> 00:26:18.160
our work we are focused. I think HR oftentimes has

491
00:26:18.200 --> 00:26:22.839
a connotation sometimes as being the police or bringing in

492
00:26:23.440 --> 00:26:26.160
a different aspect of compliance, And of course we are

493
00:26:26.200 --> 00:26:28.359
here to make sure that you are in compliance, but

494
00:26:28.400 --> 00:26:30.759
we're here for your people. We're here for you. We

495
00:26:30.880 --> 00:26:35.680
bring a warmth in a relationship aspect to every single conversation.

496
00:26:35.880 --> 00:26:40.160
We feel like trust build in every interaction, and we're

497
00:26:40.240 --> 00:26:44.279
here to build that proactive support for you and your clients,

498
00:26:44.720 --> 00:26:47.680
knowing that you're going to get that trusted partnership that

499
00:26:47.839 --> 00:26:49.119
your company deserves.

500
00:26:49.559 --> 00:26:54.200
Excellent. Now, geography doesn't matter. You said, industry doesn't matter, right, correct,

501
00:26:54.759 --> 00:26:56.559
all right, So starting at the top, what are some

502
00:26:56.680 --> 00:26:59.160
of the problems that exist that would cause someone to

503
00:26:59.240 --> 00:27:00.000
hire you.

504
00:27:00.240 --> 00:27:04.880
Yeah, So oftentimes if an organization is growing and they've

505
00:27:04.920 --> 00:27:08.319
gotten to a place where maybe their process for that

506
00:27:08.400 --> 00:27:12.759
growth has quickly gone beyond what they're able to keep

507
00:27:12.880 --> 00:27:16.119
up with, that's a really perfect time to bring us in.

508
00:27:16.319 --> 00:27:19.200
On the flip side of that, we don't often like

509
00:27:19.319 --> 00:27:21.960
to talk about it, but many times organizations will come

510
00:27:22.000 --> 00:27:24.559
to us when there might need to be a separation

511
00:27:24.799 --> 00:27:27.480
within the organization that needs to happen, whether that be

512
00:27:27.599 --> 00:27:31.440
one individual. Sometimes it's performance related or they need to

513
00:27:31.480 --> 00:27:35.240
do a larger layoff of their organization. We can help

514
00:27:35.279 --> 00:27:38.119
to support that. And not only can we have to

515
00:27:38.160 --> 00:27:42.440
support that, but sometimes the HR function might be impacted

516
00:27:42.440 --> 00:27:44.680
as part of that, and so we can step in

517
00:27:44.720 --> 00:27:48.119
as that outsource fractionalized partner instead of having that full

518
00:27:48.160 --> 00:27:51.599
time headcount to be able to support the new organization

519
00:27:52.000 --> 00:27:55.799
and really keep the trains on the track. Additionally, we

520
00:27:55.920 --> 00:28:00.799
oftentimes will work with organizations where maybe they themselves in

521
00:28:00.880 --> 00:28:03.680
a little hot water. Maybe they're dealing with a really

522
00:28:03.720 --> 00:28:07.720
complicated leave of absence or employee relations situation, or they're

523
00:28:07.759 --> 00:28:11.359
realizing my team isn't thriving right now and I don't

524
00:28:11.400 --> 00:28:16.200
know why, help me figure it out. We also will

525
00:28:16.240 --> 00:28:22.440
work oftentimes with organizations where the owner the CEO is

526
00:28:22.519 --> 00:28:26.400
still the one who's doing HR. In order for your

527
00:28:26.559 --> 00:28:30.519
business to grow, at some point you need to delegate

528
00:28:30.559 --> 00:28:33.920
that to the right expertise in individuals so that we

529
00:28:33.960 --> 00:28:36.119
can have to support it, so you can focus on

530
00:28:36.200 --> 00:28:39.279
the business growth and where your energy needs to be.

531
00:28:39.960 --> 00:28:44.720
So you are really a virtual, dedicated HR department. And

532
00:28:44.759 --> 00:28:47.000
that's why I think you can say tailored HR solutions.

533
00:28:47.039 --> 00:28:48.599
You can bring whatever they need right.

534
00:28:48.680 --> 00:28:52.359
Absolutely, and that's our whole ideal is to be able

535
00:28:52.400 --> 00:28:54.480
to meet the needs of our clients. When I look

536
00:28:54.480 --> 00:28:57.839
at our client base, we have a digital healthcare marketing

537
00:28:57.920 --> 00:29:01.480
client that their needs arely different from the bank that

538
00:29:01.519 --> 00:29:04.240
we support, and so we can tailor everything to it.

539
00:29:04.559 --> 00:29:06.799
Not only do we work in this space where there

540
00:29:06.920 --> 00:29:09.240
might not be an HR person in the seat, we

541
00:29:09.359 --> 00:29:12.960
also times will collaborate with the internal HR as well.

542
00:29:13.039 --> 00:29:15.839
So that's important to know. And you're absolutely right, Kevin,

543
00:29:15.880 --> 00:29:18.960
that we are typically remote. I think COVID really helped

544
00:29:18.960 --> 00:29:22.559
to expand that perspective that we can help to support

545
00:29:22.599 --> 00:29:25.240
clients anywhere throughout the US, but we are here in

546
00:29:25.240 --> 00:29:27.839
Massachusetts and if somebody wants some on site support, we

547
00:29:27.880 --> 00:29:29.400
are here to help to support that too.

548
00:29:29.799 --> 00:29:32.480
Great. We're going to take our second break here. We'll

549
00:29:32.480 --> 00:29:35.319
be back in another minute with Riley di Placida.

550
00:29:39.839 --> 00:29:43.759
You're listening to Winning Business Radio with Kevin Helenet on

551
00:29:44.079 --> 00:29:48.000
W four CY Radio. That's W four cy dot com.

552
00:29:48.200 --> 00:29:50.839
Don't go away. More helpful information is coming right up

553
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right here on Winning Business Radio.

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575
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And Now back to Winning Business Radio with Kevin Helenan

576
00:31:12.400 --> 00:31:16.240
presenting exciting topics and expert guests with one goal in

577
00:31:16.319 --> 00:31:19.880
mind to help you succeed in business. Here once again

578
00:31:20.160 --> 00:31:24.519
is Kevin Helene.

579
00:31:28.480 --> 00:31:31.400
All right, we're back with Riley Deplasido, founder and CEO

580
00:31:31.440 --> 00:31:38.200
of Triumph HR. You said that growth exposes HR problems

581
00:31:38.240 --> 00:31:41.640
faster than companies expect. Yes, can you talk about that?

582
00:31:42.559 --> 00:31:44.960
Yeah, I think that it's so important. As you said, Kevin,

583
00:31:45.119 --> 00:31:47.640
the organization that you were when you maybe had three

584
00:31:47.640 --> 00:31:51.000
employees or five employees is not the same organization that

585
00:31:51.000 --> 00:31:53.640
you need to have when you have twenty twenty five,

586
00:31:53.960 --> 00:31:57.720
fifty fifty five and beyond employees, and your HR needs

587
00:31:57.759 --> 00:32:00.519
to keep up with those aspects to be able to

588
00:32:00.519 --> 00:32:03.720
help to support your growth. What helps you thrive when

589
00:32:03.799 --> 00:32:06.720
you are an organization five years ago needs to continue

590
00:32:06.720 --> 00:32:11.279
to evolve today. Your employees have different needs. They want

591
00:32:11.359 --> 00:32:14.559
us be seen, heard and valued, and we need to

592
00:32:14.599 --> 00:32:16.839
be able to make sure that we're doing that as

593
00:32:16.880 --> 00:32:19.599
the employer, and we can help to support that. To

594
00:32:19.599 --> 00:32:21.119
be able to do it, we need to be sure

595
00:32:21.119 --> 00:32:24.279
that your processes and operations have kept up. Not only

596
00:32:24.319 --> 00:32:28.079
are they operational, but they're efficient and they're effective, and

597
00:32:28.160 --> 00:32:30.880
so we can come in and diagnose all of those

598
00:32:30.960 --> 00:32:34.640
challenges and help to solve the problem and bring over.

599
00:32:34.480 --> 00:32:40.039
Resolution from your experience. Just generally, how many businesses do

600
00:32:40.119 --> 00:32:42.839
you believe are out of compliance? And in what ways?

601
00:32:43.759 --> 00:32:48.680
Oh goodness gracious, there, I would say more than not.

602
00:32:48.839 --> 00:32:50.319
I honestly don't want to put a number to it

603
00:32:50.359 --> 00:32:54.000
because we don't want to expose people too much. Ultimately,

604
00:32:54.119 --> 00:32:57.400
I think that more businesses are out of compliance, even

605
00:32:57.440 --> 00:33:00.680
if it's a small piece that you might not be

606
00:33:00.799 --> 00:33:03.359
aware that you need to do. That's where we can

607
00:33:03.400 --> 00:33:05.799
come in and we can be sure that all of

608
00:33:05.839 --> 00:33:07.960
those buttons are tied up. I would say I have

609
00:33:08.079 --> 00:33:10.440
not worked with one client over the span of a

610
00:33:10.519 --> 00:33:13.799
decade who when we started working together, they were one

611
00:33:13.880 --> 00:33:16.039
hundred percent compliant. There is it?

612
00:33:17.160 --> 00:33:19.359
What's a simple way they're that someone could be out

613
00:33:19.359 --> 00:33:20.880
of compliance and not even aware of it.

614
00:33:21.319 --> 00:33:23.960
Sure, even right now, when you're posting a job, are

615
00:33:24.000 --> 00:33:26.920
you posting the salary range? Do you need to be

616
00:33:27.160 --> 00:33:30.079
Is that something that you might not necessarily even need

617
00:33:30.119 --> 00:33:31.640
to be doing, but should you be doing? That's a

618
00:33:31.640 --> 00:33:35.720
different conversation. What about your employee record retention? How does

619
00:33:35.759 --> 00:33:39.160
that look when you're putting a file together for an employee?

620
00:33:39.200 --> 00:33:42.480
Are you just putting all of the files into one

621
00:33:42.519 --> 00:33:46.519
specific subfolder or are you actually sectioning it out? Where

622
00:33:46.519 --> 00:33:48.720
does that I nine live? Does that need to be

623
00:33:48.799 --> 00:33:51.960
separate from everything else? The answer is yes? What about

624
00:33:51.960 --> 00:33:55.759
a background check? How all of those little nuanced pieces

625
00:33:56.119 --> 00:33:59.079
that employers are doing their best? And I think that

626
00:33:59.079 --> 00:34:02.039
that's something that's so we're into recognize everyone is just

627
00:34:02.119 --> 00:34:04.559
doing their best and you're not meant to be an

628
00:34:04.720 --> 00:34:07.400
HR expert. That's where we come in because we can

629
00:34:07.440 --> 00:34:08.639
help you that expert for you.

630
00:34:09.000 --> 00:34:11.119
All right, So let's talk about some of the bullets

631
00:34:11.239 --> 00:34:14.760
in the areas and just expand on these HR strategy

632
00:34:14.840 --> 00:34:16.000
and operations.

633
00:34:16.559 --> 00:34:19.880
Yeah. So when we think about HR operations, oftentimes I

634
00:34:19.920 --> 00:34:23.559
think from a perspective from the entire employee life cycle

635
00:34:23.719 --> 00:34:27.519
from hiring to firing. What does that operational aspect to

636
00:34:27.519 --> 00:34:30.880
look like? Do you have a workflow, what's the process?

637
00:34:31.039 --> 00:34:33.880
Is it repeatable? Does it live in somebody's head? Is

638
00:34:33.960 --> 00:34:37.280
it efficient? Is it effective? How does it make employees feel?

639
00:34:37.639 --> 00:34:40.079
So all of those pieces are where we can come

640
00:34:40.079 --> 00:34:43.440
in and really optimize the operations aspect of it. When

641
00:34:43.440 --> 00:34:46.400
we think about HR strategy, I would say this really

642
00:34:46.400 --> 00:34:53.199
blends into the people thriving aspect. Are your people engaged

643
00:34:53.400 --> 00:34:56.440
and happy and if not, or we could get them

644
00:34:56.480 --> 00:35:00.239
more engaged and happy. That's where the strategy piece comes in.

645
00:35:00.519 --> 00:35:03.400
So that's where we can bring to life what makes

646
00:35:03.440 --> 00:35:07.519
people thrive a your specific organization, because it's going to

647
00:35:07.559 --> 00:35:11.519
be different for the organization down the street. So we

648
00:35:11.599 --> 00:35:14.079
can come in and we can bring that strategy aspect

649
00:35:14.159 --> 00:35:14.519
to it.

650
00:35:15.400 --> 00:35:19.920
So you would do the pay uh or give coaching,

651
00:35:20.039 --> 00:35:22.159
or give direction or maybe even do the HR or

652
00:35:22.199 --> 00:35:25.239
the payroll paperwork, but you don't do payroll.

653
00:35:26.159 --> 00:35:28.719
We don't do payroll. So that is something that you're

654
00:35:28.760 --> 00:35:31.280
absolutely right, Kevin. We can help to support payroll, so

655
00:35:31.320 --> 00:35:32.920
we work hand in hand with a lot of the

656
00:35:33.000 --> 00:35:36.360
payroll individuals at our organizations, but we won't be the

657
00:35:36.360 --> 00:35:38.679
individuals who are ever pressing the button. For a few

658
00:35:38.719 --> 00:35:44.519
different reasons, mainly, the expertise that you need for payroll

659
00:35:44.719 --> 00:35:47.280
is very different than the expertise that you need from

660
00:35:47.280 --> 00:35:50.559
a people in culture aspect, and so Triumph HR is

661
00:35:50.599 --> 00:35:55.000
built on that people in culture strategy of HR. And

662
00:35:55.119 --> 00:35:58.760
so we want to leave the payroll to the payroll experts.

663
00:35:59.000 --> 00:36:02.519
Very good, very good. It's also state specific, as you know,

664
00:36:02.800 --> 00:36:05.119
you got it all right. So we talked a bit

665
00:36:05.119 --> 00:36:07.800
about compliance, what about risk management?

666
00:36:08.360 --> 00:36:13.000
Yeah, you got it so right. Where As you know,

667
00:36:13.079 --> 00:36:15.480
Tim Kennely has been a wonderful guest of the radio

668
00:36:15.519 --> 00:36:18.360
show in the past, and he is an employment lawyer.

669
00:36:18.440 --> 00:36:21.440
And so our job when we're partnering with somebody like

670
00:36:21.519 --> 00:36:24.719
Tim and his clients is to help make sure that

671
00:36:24.920 --> 00:36:27.440
you don't need to get to the place where you

672
00:36:28.119 --> 00:36:31.079
need to work with legal counsel. We will partner with

673
00:36:31.159 --> 00:36:33.800
somebody like Tim when there's the time and place for it.

674
00:36:33.840 --> 00:36:36.800
There often been times. For example, I worked with him

675
00:36:36.880 --> 00:36:41.719
on a really interesting drug screen scenario in Minnesota, so

676
00:36:42.079 --> 00:36:46.039
I partnered very closely about that. But there are so

677
00:36:46.119 --> 00:36:49.800
many different instances where we can help mitigate the risk. So,

678
00:36:50.039 --> 00:36:54.199
say you do need to terminate somebody, unfortunately, how we

679
00:36:54.239 --> 00:36:56.559
go about that and what we do and what we

680
00:36:56.599 --> 00:36:58.760
make sure we do ahead of time is going to

681
00:36:59.159 --> 00:37:03.239
severely a gate or risk from having a wrongful termination

682
00:37:03.480 --> 00:37:07.039
claim or having something goes sideways afterwards.

683
00:37:07.719 --> 00:37:09.719
Is consistency a big issue.

684
00:37:10.480 --> 00:37:15.039
Huge, absolutely. I think many times again organizations and employers

685
00:37:15.079 --> 00:37:17.960
are doing their best, but there's this thing called precedence

686
00:37:18.320 --> 00:37:22.079
that lets you make a decision for one employee. You

687
00:37:22.119 --> 00:37:26.599
then set sometimes an unintentional precedence of how you're going

688
00:37:26.639 --> 00:37:29.960
to handle similar scenarios in the future. So if there's

689
00:37:30.119 --> 00:37:35.000
inconsistency from employee to employee, there's oftentimes that opportunity for

690
00:37:35.039 --> 00:37:37.920
one employee to say, well, why did Susie you get

691
00:37:37.960 --> 00:37:40.920
this but I didn't? And is it because of my age?

692
00:37:41.039 --> 00:37:43.079
Is it because of my gender? Is it because of

693
00:37:43.119 --> 00:37:45.480
something else? And we want to make sure that there

694
00:37:45.599 --> 00:37:46.880
isn't the ability.

695
00:37:46.519 --> 00:37:49.519
To have that question. All right, what about hiring and

696
00:37:49.639 --> 00:37:50.800
talent strategy?

697
00:37:50.840 --> 00:37:55.280
Now, yeah, So oftentimes when you as an organization are

698
00:37:55.320 --> 00:37:58.960
going to hire somebody, where do you start? What does

699
00:37:59.000 --> 00:38:02.119
that look like? How do you approach it? So from

700
00:38:02.199 --> 00:38:06.880
our perspective, we have a dedicated recruiter talent acquisition specialist, Courtney,

701
00:38:07.119 --> 00:38:11.320
who her whole career has been focused on finding talent

702
00:38:12.039 --> 00:38:15.400
for organizations and so we want to make sure that

703
00:38:15.440 --> 00:38:17.719
we not only find you the right person for the role,

704
00:38:18.000 --> 00:38:19.960
but the right person for the long term fit for

705
00:38:20.000 --> 00:38:23.320
the organization as well. So we approach it in a

706
00:38:23.400 --> 00:38:26.320
sense of making sure that your job posting is something

707
00:38:26.360 --> 00:38:31.119
that candidates are really excited about, it's also compliant. We

708
00:38:31.519 --> 00:38:35.639
then help to support the entire interview process from phone

709
00:38:35.800 --> 00:38:40.239
screen to offer and everything in between well making sure

710
00:38:40.320 --> 00:38:47.199
those managers feel really confident about interviews. Some managers will

711
00:38:47.199 --> 00:38:49.079
go out there, you think that they're going to be great.

712
00:38:49.119 --> 00:38:51.519
They get into an interview and you're like, you just

713
00:38:51.559 --> 00:38:55.639
asked five illegal questions. We can't do that right. Or

714
00:38:55.679 --> 00:38:58.039
they oftentimes will leave it and say I'm not sure

715
00:38:58.079 --> 00:39:00.559
who's going to be the best fit, or they make

716
00:39:00.639 --> 00:39:04.800
a bad hire that costs them some money and then

717
00:39:04.960 --> 00:39:07.159
realize there has to be a better way, so we

718
00:39:07.199 --> 00:39:09.159
can come in from the beginning and make sure that

719
00:39:09.199 --> 00:39:11.599
we're well suited for that seamless process.

720
00:39:11.960 --> 00:39:14.719
And do you help with milestones of when hiring should happen,

721
00:39:14.719 --> 00:39:15.159
et cetera.

722
00:39:15.480 --> 00:39:19.239
Absolutely so we work with our clients off very frequently

723
00:39:19.679 --> 00:39:22.239
about we're ready to make a higher or we need

724
00:39:22.280 --> 00:39:25.960
to wait. Actually the revenue isn't supporting that right now,

725
00:39:26.239 --> 00:39:28.880
we shouldn't be waiting with this is exactly what we

726
00:39:28.920 --> 00:39:30.840
need to see when we need to see it, and

727
00:39:30.840 --> 00:39:33.480
that will help us trigger that. We oftentimes will be

728
00:39:33.519 --> 00:39:38.280
that conduit too between maybe the CEO and middle management

729
00:39:38.760 --> 00:39:43.599
in having those conversations and explaining oftentimes to middle management

730
00:39:43.679 --> 00:39:47.480
of here's why here's the why of why we want

731
00:39:47.519 --> 00:39:50.480
to pause on bringing somebody on at the moment, and

732
00:39:50.760 --> 00:39:52.840
here's when we're going to be ready to since they

733
00:39:52.880 --> 00:39:55.280
have the extra context and communication around it.

734
00:39:55.719 --> 00:39:57.239
Are you using assessments of any kind?

735
00:39:58.360 --> 00:40:01.400
So when you say assessments, are you thinking disc or

736
00:40:01.679 --> 00:40:06.039
PI assess y. Yeah, so we haven't really got into

737
00:40:06.119 --> 00:40:08.599
the world of offering those to our clients just yet,

738
00:40:08.599 --> 00:40:11.559
but I can certainly tell you my own personality assessment

739
00:40:11.639 --> 00:40:14.360
styles which you hit the nail on the head from

740
00:40:14.400 --> 00:40:17.480
a disc perspective. I am a HIGHDI which nobody would

741
00:40:17.559 --> 00:40:21.000
be surprised about. But at the moment, we haven't necessarily

742
00:40:21.079 --> 00:40:22.159
brought that to our clients.

743
00:40:23.039 --> 00:40:25.639
So we're the same by the way, Yeah, I'm slightly

744
00:40:25.679 --> 00:40:28.239
more eye than dep But and then you talk about

745
00:40:28.639 --> 00:40:30.280
employee engagement, what does that look like?

746
00:40:30.719 --> 00:40:35.119
Yeah, so how are your employees feeling about work right now?

747
00:40:35.280 --> 00:40:40.719
And do you have individuals who are slowly unproductive behind

748
00:40:40.760 --> 00:40:43.280
the scenes. Especially when you're in a remote environment, it

749
00:40:43.280 --> 00:40:46.960
can be really hard to gauge somebody's engagement level. So

750
00:40:47.000 --> 00:40:50.039
we can come in and we can help assess what

751
00:40:50.079 --> 00:40:53.360
that engagement looks like right now. Sometimes that will just

752
00:40:53.440 --> 00:40:57.840
be through different interviews and conversations. I often call it

753
00:40:57.920 --> 00:41:00.400
my own type of what's the word on the street,

754
00:41:00.599 --> 00:41:05.280
let's talk, let's get what's going on. Additionally, well, we

755
00:41:05.320 --> 00:41:09.840
will do employee engagement surveys and then from there we'll

756
00:41:09.880 --> 00:41:12.920
do employee engagement surveys. We will also be that third

757
00:41:13.079 --> 00:41:17.679
party who can do that survey so people really trust

758
00:41:17.719 --> 00:41:20.480
that it is anonymous and we're not trying to figure

759
00:41:20.480 --> 00:41:22.320
out who said what. We don't have any skim in

760
00:41:22.320 --> 00:41:24.280
the game. We're skiving The game though, is to make

761
00:41:24.320 --> 00:41:26.360
sure that your experience is better than what it is

762
00:41:26.440 --> 00:41:29.639
right now. And therefore that's what we will then do

763
00:41:29.760 --> 00:41:32.400
next is we will assess the data, we will analyze it,

764
00:41:32.440 --> 00:41:35.320
We'll come up with recommendations. We will work with c

765
00:41:35.480 --> 00:41:38.480
suite to be sure those recommendations are feasible, make sure

766
00:41:38.480 --> 00:41:41.880
they're communicated to the employees. But what our dedications are

767
00:41:42.280 --> 00:41:44.079
and make sure all of those milestones are.

768
00:41:44.000 --> 00:41:49.440
H do you recommend programs events all the above? I mean,

769
00:41:49.440 --> 00:41:51.320
what are the types of things that you would recommend

770
00:41:51.400 --> 00:41:53.800
to encourage and solidify that engagement.

771
00:41:54.360 --> 00:41:57.760
It depends, as you said, definitely all of the above.

772
00:41:57.800 --> 00:41:59.840
It can be different programs, it can be different e

773
00:42:00.599 --> 00:42:03.639
and sometimes though, I will say the number one thing

774
00:42:03.760 --> 00:42:07.800
that we always here and try to shift positively is

775
00:42:07.840 --> 00:42:11.800
communication and how is the communication? And so sometimes that

776
00:42:11.840 --> 00:42:15.000
doesn't need to be a huge initiative per se, but

777
00:42:15.119 --> 00:42:18.239
it does need to be how is that information flowing

778
00:42:18.239 --> 00:42:21.360
from individual to individual? Do we need to be implementing

779
00:42:21.440 --> 00:42:23.840
more all hands or all staff meeting? What do those

780
00:42:23.880 --> 00:42:26.440
look like? What's the format of those? Let's be sure

781
00:42:26.480 --> 00:42:30.679
that that's productive, efficient and effective for everybody. And of

782
00:42:30.719 --> 00:42:35.039
course we'll do some fun different cultural things as well.

783
00:42:35.880 --> 00:42:37.199
Do you get into comp plans at all?

784
00:42:38.039 --> 00:42:40.239
So we do. We work with almost every single one

785
00:42:40.239 --> 00:42:43.360
of our clients regarding compensation and whether that be just

786
00:42:43.400 --> 00:42:46.800
their annual merit review process, but also making sure that

787
00:42:46.840 --> 00:42:50.320
their market is competitor, they are competitive with the market

788
00:42:50.679 --> 00:42:54.840
in certain roles or across the organization. We also work

789
00:42:54.960 --> 00:42:57.400
a lot with making sure that you have a compensation

790
00:42:57.480 --> 00:43:00.760
philosophy that you feel good about, that you're employe understand

791
00:43:00.800 --> 00:43:05.400
and you can stand by and then executing on that

792
00:43:05.480 --> 00:43:07.400
compensation philosophy.

793
00:43:07.159 --> 00:43:09.000
So you have access to that type of research to

794
00:43:09.079 --> 00:43:12.159
know what is appropriate or expected in that market. We

795
00:43:12.239 --> 00:43:15.880
do you do sales as well that those get more complicated,

796
00:43:15.880 --> 00:43:16.719
but you do those two.

797
00:43:16.880 --> 00:43:20.920
So we do. I've worked on many different incentive compensation plans,

798
00:43:21.039 --> 00:43:24.480
So we do work especially even c suite leadership level

799
00:43:24.559 --> 00:43:28.679
incentive plans, bonus plans, commission plans, all of the above.

800
00:43:28.719 --> 00:43:31.800
It really just depends on exactly what the organization needs.

801
00:43:32.079 --> 00:43:34.840
And well, oftentimes an organization will come to us and

802
00:43:34.920 --> 00:43:38.519
oftentimes say we need this, and then our first place is, well,

803
00:43:38.559 --> 00:43:40.480
let's talk about your goals. What is it that you're

804
00:43:40.559 --> 00:43:43.440
trying to do, what are you trying to incentivize here?

805
00:43:43.880 --> 00:43:46.079
And then being able to build backwards from.

806
00:43:45.920 --> 00:43:49.079
That perfect and that probably leads into this next bullet,

807
00:43:49.119 --> 00:43:50.280
which is leadership support.

808
00:43:50.880 --> 00:43:56.480
Yes, leadership support, that is really the bread and butter

809
00:43:56.679 --> 00:44:00.079
of exactly what we do. So we sit on the

810
00:44:00.079 --> 00:44:02.800
c suite of any client who would like us to

811
00:44:02.840 --> 00:44:05.480
be there, and that is many of our clients, So

812
00:44:05.519 --> 00:44:08.039
we are part of the c suite for many of

813
00:44:08.039 --> 00:44:12.280
our organizations. That leadership support also doesn't just stop at

814
00:44:12.320 --> 00:44:14.800
the c suite. That goes down to every leader within

815
00:44:14.800 --> 00:44:19.360
the organization, managerial level, directors, whoever it might be, as

816
00:44:19.440 --> 00:44:23.480
part of them. The client has the ability to give

817
00:44:23.599 --> 00:44:26.800
us access to whoever they would like to within the organization,

818
00:44:26.960 --> 00:44:29.239
So we even will help to support employees at the

819
00:44:29.280 --> 00:44:33.400
employee level as well, so that support is truly there

820
00:44:33.559 --> 00:44:35.320
for everybody throughout the organization.

821
00:44:36.119 --> 00:44:38.039
All Right, the last bullet and I have some more questions,

822
00:44:38.119 --> 00:44:40.480
but culture development, and that's I'm curious how you go

823
00:44:40.559 --> 00:44:40.920
about that.

824
00:44:41.800 --> 00:44:44.119
Yeah, it's so fascinating because I think this goes back

825
00:44:44.119 --> 00:44:46.800
to a lot what we've already talked about of employee engagement.

826
00:44:47.079 --> 00:44:50.559
But even when we think about culture development, have you

827
00:44:50.719 --> 00:44:53.840
set goals? Have you set values? Have you set a vision?

828
00:44:54.159 --> 00:44:57.079
Do you have competencies for your employees? Do they know

829
00:44:57.079 --> 00:45:00.400
what they are? Do they know what that means? Care

830
00:45:00.559 --> 00:45:04.159
about it? Do they want to? So really being able

831
00:45:04.199 --> 00:45:07.039
to help assess what the current culture is. And again

832
00:45:07.079 --> 00:45:09.000
I go back to what's the word on the street?

833
00:45:09.159 --> 00:45:12.239
What are people feeling? What are people saying you as

834
00:45:12.280 --> 00:45:14.920
an organization. I'll even say this, when we were in

835
00:45:14.920 --> 00:45:17.960
the hiring process for a Triumph recently, there was a

836
00:45:18.000 --> 00:45:21.039
candidate who asked us what is your culture? And luckily

837
00:45:21.119 --> 00:45:23.119
I had my age or strategy associate on it with me,

838
00:45:23.159 --> 00:45:25.039
and I said, I don't want to answer that. I

839
00:45:25.119 --> 00:45:26.760
can tell you what I want the culture to be,

840
00:45:27.320 --> 00:45:29.480
but let me have Cassidy answer it for you, and

841
00:45:29.519 --> 00:45:32.360
luckily your answers were exactly the same, which is great,

842
00:45:32.559 --> 00:45:35.000
but that doesn't always mean that that's going to be

843
00:45:35.119 --> 00:45:38.039
the case. And so it's really important to have the

844
00:45:38.079 --> 00:45:41.079
north star, but make sure everybody knows what that north

845
00:45:41.119 --> 00:45:43.280
star is and is moving towards that together.

846
00:45:44.239 --> 00:45:47.880
What tools, software otherwise do you provide that help your

847
00:45:47.920 --> 00:45:49.599
clients become enabled.

848
00:45:49.760 --> 00:45:52.719
Yeah, so a lot of the support that we will

849
00:45:52.760 --> 00:45:56.559
provide we tailor everything and create everything for our clients.

850
00:45:57.039 --> 00:45:59.639
We do have an applicant tracking system as I mentioned

851
00:45:59.679 --> 00:46:03.639
for a hiring perspective, but we'll often say your car

852
00:46:03.719 --> 00:46:06.679
are driver. So although we don't do payroll, we do

853
00:46:06.760 --> 00:46:10.320
help a lot of our clients with payroll implementation. So

854
00:46:10.880 --> 00:46:15.280
just recently we helped a digital healthcare marketing firm seventy

855
00:46:15.280 --> 00:46:19.519
five employees go from one platform called Paycore to Paylocity,

856
00:46:19.880 --> 00:46:22.079
and so we were really the ones who are spearheading

857
00:46:22.119 --> 00:46:25.800
that entire transition. But again I go back to your

858
00:46:25.880 --> 00:46:29.639
car our driver. We will make the recommendation for what

859
00:46:29.679 --> 00:46:33.199
we're seeing that you may need, but we're happy to

860
00:46:33.239 --> 00:46:35.679
be system agnostic, all right.

861
00:46:35.679 --> 00:46:37.880
A couple of last questions, can you share high level

862
00:46:38.679 --> 00:46:42.719
examples of a couple of businesses without naming names, just example,

863
00:46:43.000 --> 00:46:46.320
describe them and what you've helped them accomplish.

864
00:46:47.039 --> 00:46:50.079
Yeah. Absolutely So. The digital healthcare marketing firm that we

865
00:46:50.079 --> 00:46:52.800
were just talking about seventy five employees. Back in Juni

866
00:46:52.840 --> 00:46:55.159
or July of last year, their VP of HR decided

867
00:46:55.239 --> 00:46:58.320
to go back into a different role within another organization.

868
00:46:59.119 --> 00:47:04.320
They ideally would like to see what happens from an

869
00:47:04.360 --> 00:47:08.039
acquisition standpoint in the future. They don't necessarily want to

870
00:47:08.039 --> 00:47:11.800
be adding on the headcount, so therefore they outsourced their

871
00:47:11.960 --> 00:47:17.360
HR function to us. Along with that, we uncovered so

872
00:47:17.559 --> 00:47:20.719
many things that were not compliant the way that they

873
00:47:20.719 --> 00:47:26.679
were being done. So everything may seem okay on the surface,

874
00:47:27.239 --> 00:47:28.920
but when you get an expert in there and you

875
00:47:29.119 --> 00:47:32.800
truly dig through what that looks like, we have the

876
00:47:32.840 --> 00:47:35.719
ability to say there's risk here and we need to

877
00:47:35.840 --> 00:47:39.280
mitigate that. And so even for example, we helped to

878
00:47:39.360 --> 00:47:42.119
implement a new payroll transition because the one that they

879
00:47:42.119 --> 00:47:45.519
were previously on was too risky for where they were in.

880
00:47:45.559 --> 00:47:49.119
What was happening on a consistent basis. Their culture was

881
00:47:49.159 --> 00:47:53.280
something that was not great. Unfortunately they had to do

882
00:47:53.360 --> 00:47:58.320
some layoffs in restructuring within the last year. At this point,

883
00:47:58.400 --> 00:48:01.199
I just did a word on the street read seeing

884
00:48:01.239 --> 00:48:04.840
how people were feeling, and the culture has shifted to

885
00:48:04.920 --> 00:48:07.920
be positive in a really good way. We now have

886
00:48:08.039 --> 00:48:11.960
implemented all staff meetings. I have fallen into the position

887
00:48:12.000 --> 00:48:14.800
of facilitating them because I think I love it a

888
00:48:14.800 --> 00:48:17.960
little bit. I enjoy that and people will see to

889
00:48:17.960 --> 00:48:19.719
me all the time, Kevin, You'll get this. They'll say,

890
00:48:19.760 --> 00:48:23.079
I feel like I'm joining Riley's podcast or TV show

891
00:48:23.159 --> 00:48:27.360
game every time she's there. Yeah. So that one has

892
00:48:27.400 --> 00:48:29.880
been a really fascinating one where we've improved the culture,

893
00:48:30.119 --> 00:48:33.719
got them to a more compliant space, and are consistently

894
00:48:33.840 --> 00:48:37.920
working to optimize the trust of the HR function. Before

895
00:48:38.480 --> 00:48:40.280
the last VP of HR, there was a lot of

896
00:48:40.320 --> 00:48:43.079
transition within that HR function, so people already had a

897
00:48:43.159 --> 00:48:45.440
question mark. And it's so nice to be able to

898
00:48:45.519 --> 00:48:47.880
hear from people saying, you're the best HR person we've

899
00:48:47.880 --> 00:48:49.639
ever had in our entire career.

900
00:48:49.880 --> 00:48:52.480
Love it all right, Who in the viewing and listening

901
00:48:52.519 --> 00:48:54.880
audiences should reach out to you and why?

902
00:48:55.639 --> 00:48:58.960
Yeah? Absolutely, if you own a business or you know

903
00:48:59.039 --> 00:49:01.599
anybody who does and you're sitting here and you're saying,

904
00:49:01.639 --> 00:49:04.239
I have no idea if I'm compliant, what does that

905
00:49:04.320 --> 00:49:07.920
even mean? That is absolutely a place for you to

906
00:49:07.960 --> 00:49:09.719
reach out to me. If you were sitting here and

907
00:49:09.760 --> 00:49:13.400
you were saying, I don't know if my employees are

908
00:49:13.480 --> 00:49:16.360
engaged or not, how would I know? How can I tell?

909
00:49:16.599 --> 00:49:18.840
What can we do about that? Reach out to me,

910
00:49:18.880 --> 00:49:22.199
because we can absolutely put some assessments in place and

911
00:49:22.239 --> 00:49:25.599
make sure everything is going smoothly. Or if you're in transition,

912
00:49:25.639 --> 00:49:28.559
whether that be growth or you in the future unfortunately

913
00:49:28.960 --> 00:49:31.079
may need to do some restructuring. We're here to help

914
00:49:31.119 --> 00:49:32.159
to support that as well.

915
00:49:32.679 --> 00:49:34.760
Awesome and the easiest and best way for people to

916
00:49:34.760 --> 00:49:35.400
reach you is.

917
00:49:36.039 --> 00:49:40.280
Yeah, my email address which is just Riley at triumphdashhr

918
00:49:40.320 --> 00:49:41.119
dot com.

919
00:49:41.119 --> 00:49:42.880
Perfect and the website is the same.

920
00:49:42.760 --> 00:49:45.519
In the website Triumph dashahr dot com.

921
00:49:45.920 --> 00:49:48.519
All right, Well, we really appreciate you being here. I

922
00:49:48.559 --> 00:49:51.760
know you're super busy, very high energy. I'm sure you

923
00:49:51.760 --> 00:49:54.199
get a lot done in every minute, but appreciate you

924
00:49:54.239 --> 00:49:55.639
being here and thank you for taking the time.

925
00:49:56.000 --> 00:49:57.760
Thanks Kevin, appreciate it, you.

926
00:49:57.880 --> 00:50:00.880
Bet, and thanks everybody for watching and listening. This is

927
00:50:00.880 --> 00:50:04.599
a show about business sometimes and often business challenges. If

928
00:50:04.599 --> 00:50:07.840
you've got concerns about the sales effectiveness of your company,

929
00:50:08.280 --> 00:50:10.360
whether your sales team is you or small or large,

930
00:50:10.360 --> 00:50:12.599
feel free to reach out to me. One of my

931
00:50:12.679 --> 00:50:16.360
easy email addresses is kevinat Winning Business Radio dot com.

932
00:50:16.440 --> 00:50:19.400
Our company is Winning Incorporated, part of Sandler Training. We

933
00:50:19.480 --> 00:50:23.960
develop salespeople, sales and sales teams into high achievers, and

934
00:50:24.079 --> 00:50:27.039
sales leaders into true coaches and mentors. We're not a

935
00:50:27.079 --> 00:50:29.360
fit for everybody, but hey, maybe we should have a conversation.

936
00:50:29.800 --> 00:50:32.440
Thank you every week to producer and engineer Wan for

937
00:50:32.440 --> 00:50:34.280
another job well done. Thank you one. Be sure to

938
00:50:34.360 --> 00:50:38.159
join us next week Monday March sixteenth, when my guests

939
00:50:38.159 --> 00:50:41.039
will be Steve Devrees, a focal point business coach and

940
00:50:41.119 --> 00:50:44.840
peer advisor to manufacturing companies. Until then, this is Kevin Hallanan.

941
00:50:47.079 --> 00:50:49.880
You've been listening to Winning Business Radio with your host,

942
00:50:49.960 --> 00:50:53.039
Kevin Helena. If you missed any part of this episode.

943
00:50:53.159 --> 00:50:57.320
The podcast is available on Top four Podcasting and iHeartRadio.

944
00:50:57.760 --> 00:51:01.480
For more information and questions, go to Winning Business Radio

945
00:51:01.599 --> 00:51:04.599
dot com or check us out on social media. Tune

946
00:51:04.639 --> 00:51:06.719
in again next week and every Monday at four pm

947
00:51:06.760 --> 00:51:10.239
Eastern Time, to listen live to Winning Business Radio on

948
00:51:10.519 --> 00:51:14.800
W four CY Radio, w four cy dot com. Until then,

949
00:51:15.119 --> 00:51:18.760
let's succeed where others have failed and win in business

950
00:51:19.039 --> 00:51:23.400
with Kevin Helenan and Winning Business Radio