Daria Rudnik (00:08.897)
Welcome to Built by People Leaders Podcast. I'm your host, Daria Rudnik, and this show is for HR and L&D leaders, those building real impact from within and shaping AI ready organizations. Each episode I sit with down with people and business leaders to talk about how they build strong cultures and shape organizations around them. It's about HR being seen as a true business partner by leaders and by HR themselves. So let's dive in.

And today have a very amazing guest, Nate Hill. He's an HR professional with many years of experience in employee relations and culture, most of it spent inside organizations that were scaling fast or quietly falling apart. He has built people functions from scratch, navigated leadership transitions, and sat in the rooms where culture either halts or breaks down. Welcome, Nate.

Nate Hill (00:59.842)
Thank you so much, Daria. I'm happy to be here.

Daria Rudnik (01:02.745)
Well, I have so many questions for you, but my first question would be is what is the ninety-first day concept?

Nate Hill (01:09.484)
A very good question. What is the 91st day concept? So basically the 91st day concept is if anyone who has started a new job, they know that they have this ninety day probationary period where it's like you have ninety days to show us that we made the right decision to hire you and that you are the best thing that we've ever the best decision we've ever we've ever made was hiring you. and then after ninety days we're gonna tell you how well you did. And if you do great, you'll move on. If you don't, then you you know, they they can terminate you or something like that. But so a lot of times people do make it past that ninety days, but then they completely are left off. So they're forgotten about. They're like, okay, we don't need to impress him anymore. He's here or she's here. We don't need to do anything like that anymore, you know. he's on his own. He's done everything he possibly could, so good luck. I'll be over here. And oftentimes that I've noticed is that the culture stops at that ninety days. So the amazing time, all that effort and money that that companies have put into these new employees and onboarding them are completely cut off at the end. You know, so it's at are at the end of those ninety days. So now what is the question. So I always say continue it with the 91st day. Just don't let 90 days stop at 91st day is continuing to be supportive of your employees, showing up, demonstrating the culture, and everything like that moving forward. So that's the importance of continuing past that 90 days to the 91st day. the 91st day is also where it basically happens is you are starting to drop everything that you did for your own self as an employee. You'd be like, okay, now I don't need to perform myself anymore. Now I am, you know, all relaxed now. So I can do whatever I want. I can get away with it. I can crack these inappropriate jokes. I can do anything like that. And that also makes you bad too, because it shows the company that you're not doing well either. So it's a big combination of important to getting from day 90 to day 91 the exact same way that you were the entire time when you started.

Daria Rudnik (03:09.164)
Yeah, I love that concept. And it feels like a like hard-lived experience. Tell us about your professional journey. How did you come up with this concept?

Nate Hill (03:17.92)
So I came up with this concept when I accepted a job as a HR manager of one.

So basically the entire HR department was one person for this entire office. And the entire basically I was starting HR from scratch. They never had an HR person there before. They just kind of had someone doing like signing forms and all this type of stuff. But for me, I was taking it from the beginning. so that's how this concept started because when I came in on my first day, it was everyone else's 91st day essentially. and I mentioned that in the in the in a book that I that I write, the end of chapter.

I said I walked in on my first day, but everyone else's 91st day because it was utter chaos in there. and I realized that I just needed to start over with new files to new policies to new handbook to completely everything completely different using this methodology that I that I have. And that's how that started there. for me starting out in HR, you know, I thought when I graduated college I was gonna go to HR, you know, get into HR and start right away and I'm gonna be the best HR employee ever.

But unfortunately the market was never good. So what I did is I kind of went throughout my career in a way that I feel HR embodies. So for example, working for an airline, I learned a lot about having to deal with us, you know, customer service and angry people, you know, working in a restaurant, you know, being super busy, working in you know, auto insurance, you know, these are all things and all you know, cool things I was able kind of you know, experience that I can now use when I do when I am HR, when I am working as a human resources professional.

professional because, you know, I have all these experience of the employee side. So I know exactly what it's like to feel from HR, what to get, you know, these communications or these bad HR policies. I was able to feel them myself and I know that if I'm going to implement a new policy, you know, this is the way to do it because I felt it this way. So it's better that way, you know. Big mess.

Daria Rudnik (05:13.995)
It's it's great that you mentioned like multiple experiences because like I see people coming to the show and our guests, some of our guests, some people have sales experience, some people have marketing experience, some people have teaching experience, and kind of bringing that into HR profession really makes it richer and kind of helps understand people better, make better decisions, understand business better. Do you have any like examples of how that experience actually helps you be a better HR professional?

Nate Hill (05:28.376)
Mm-hmm.

Nate Hill (05:43.437)
Yeah, I think because when you are starting out, I'm gonna start starting from from a fresh HR professional like myself who's going to this role, being an HR manager for the first time. You know, being able to experience these I guess the experience that I went through I think is definitely very important. I think that

it has helped me just because I was able to do every part of HR at once. You know, I was able to be the the have the payroll hat on, and then I was able to have the onboarding hat and the benefits hat that I was able to get everything everywhere all at once, as as that movie is, and be a better HR professional because, you know, even at my next position after I I moved on from this company, I was managing a team of HR people who all did those very tasks that I did. So a special person.

specifically for benefits, a person specifically for onboarding and recruiting. So I was able to kind of, okay, put that head on. Okay. I remember I did this and then I did that. I remember hiring people is important, you know, when you do this. So it's it was really cool to kind of do all that.

Daria Rudnik (06:45.347)
Nice, nice. Well, you've you've had those different experiences and payroll and recruitment and onboarding. And you wrote a book about culture. Why why culture? Why not, I mean, hire the right people or pay them the right money? Why culture?

Nate Hill (07:03.968)
I think culture is very important. And I say people and culture. I I even put in a message in the beginning of the book you know, to my new my new baby. He's one year old. I said this book is about work, but it's mainly about people. Always choose the people. So that's what I will say is you know, choosing the people is the most important thing when it comes to a company in HR because your people are your workforce. A lot of times the company is just focused on making money, money, money, money, money. You know, we're gonna do this and this make this much money. Or I don't wanna spend you know, two thousand dollars on a

Cool table.

You know, I don't want to spend, you know, I don't want to give my employees three weeks off of PTO because that costs me money and I need my employees to work. But people that companies don't realize is that onboarding itself and hiring is very, very, very expensive. Whether you're paying someone on your staff full time or you're paying someone else to do it, thousands and thousands of dollars are spent on employees. And if you're only showing your best self for the 90 days, you're paying that same sometimes it takes twenty thousand dollars almost to find one specific employee. And if you lose them after those 90

Days, then you have another $20,000 and another $20,000. You know, so that's why I think people and culture are most important aspect of a company because you need your employees there, you need them to be loyal, you want them to be there for a long time and feel happy coming to work. For I always said if I ever owned a company and someone wasn't happy coming to work you know, that's a reflection on me. I'm doing something wrong, my company's doing something wrong, what can I do to try to convince you to stay or help you stay. Am I not paying fairly? Am I not giving enough pay time off? What am I doing wrong? so that's

That's what means to me why I had to write this book on culture, because it's the thing that is often forgotten, and it's the most important thing at the exact same time.

Daria Rudnik (08:43.639)
It is. I mean it costs money. I have so many examples when a company is not investing in in in in its people, in its culture, and it just goes out of business. And like one of the recent examples, there was a I don't know if you've heard of that, there was a submersive Titan that went down to explore a Titanic wreck and it exploded and killed people. That's a terrible story. And there was a report that actually said that one of the reasons like this tragedy happened was because the company had toxic culture.

Like toxic culture is it kills kills people. It's that it's that important. So I mean, kudos to you for writing that book. well let's talk practice. Like how do you do the right on boarding so that it lasts? It doesn't finish on ninety days. How how do you do that?

Nate Hill (09:16.608)
It does, clearly.

Nate Hill (09:30.019)
Perfect.

So I think it starts on the first screening call, the first interview, is you lay out everything on the table. As much as people want to say, just about the amazing things about the company. I think it's important for an employee to know exactly what they're getting themselves into.

you know, so for example, when I was interviewed for this you know, specific role when I was HR manager, the the director who hired me said, I'm gonna I'm telling you right now, we don't have an HR function, the culture is very toxic here, and we need someone to fix it. You know, I think that was very important. It's important to not scare someone off, but show like I when we need you to fix it, and this is the reason why I think you can help us fix it. Is because you have this approach, I like this approach, blah, blah, blah, blah, blah. you know, that's important in itself. when you're doing your interviews, also

I find it very important to include an current employee on that may be on the team. Let's say you're you're hiring a program coordinator, have other program coordinators on that team kind of interview the prospective employee. I find that very important too because it gives that opportunity to ask questions, be like, what's the day in the life like? You know, is it is the office nice? You know, what's it like? All I see is this fancy interview room, you know. you know, what is, you know, what's the the job like? Was it tough to learn? And it gives the employee opportunity.

opportunities to ask the f prospective employee to ask questions as well. so starting off the interview process is important, a fantastic onboarding schedule, not just a week but an entire month.

Nate Hill (10:56.115)
I find to be very important too. A lot of times they'll be like, Okay, we're just gonna sit you in a classroom and and have all these trainings for a week and then you're on your own. You know, so I think it's important to have that, you know, that full on month long thing of check ins with people, giving them recommendations of who to chat with, who to message with, who to how to train and and all these type of things. I find that extremely important too You know, and and carrying that throughout

Daria Rudnik (11:18.885)
Mm.

Nate Hill (11:21.123)
You know, the onboarding process, checking in. Lunches are super important. Lunch and learns are important. You know, not just the new higher orientation, but kind of have groups, have newsletters, have that featured employee be part of something that maybe not be on the team, have to learn about the company. There's so many things within it that's super important.

Daria Rudnik (11:41.286)
The thing I o like often see with onboarding is that well, who's responsible for onboarding? I mean, manager is responsible for onboarding, right? So HR can support them with the with the process, but overall it's manager's responsibility because they know the job. Except they they don't. I mean, they they do know the exact kind of an employee they wanna get by then, but the whole onboarding process might look like a a mess to them because so much things they need to learn.

How do you manage that building the right onboarding process where actually manager is responsible but they they can be lost on how to do that?

Nate Hill (12:22.509)
Yeah, I think it's important to as an HR professional is sit down with the manager and build out a custom onboarding plan that works for them. A lot of times companies will like spit will have a onboarding plan that's for the entire company, like, this is how it works for this company, and that's it. But I think it's important is if you have HR have a meeting or two, at any point in time, not necessarily for a specific employee, but an onboard program that works for them. So throughout the month, the entire month, what do they need to do? So I would sit down with a manager and be like, what are the most important

Important things to learn out of this job. They'll say, okay, they need to learn the Sweet Suite C suite program. They need to learn how to use you know, Microsoft Office and Excel and how to build you know, these charts and all these type of things. So it's important to kind of sit down and and work with them, go step by step on how to outline it. I find that super important too. And make it custom for them. You know, make it in a way that they know exactly

what how it works, you know, and and what works for them and what works for HR too, make sure they're staying within the policy. You know, we're not gonna have them be like, okay, go out to the field with their sneakers with a on on day one, you know, when they don't have all the safety equipment, they didn't do the safety trainings yet, you know, that's important. and most importantly is is getting their buy-in. I always say as an HR employee, you need to get leadership buy-in, including your managers that you work with, even though it may not be over you, you gotta have them agree to a 30 day you know, period or a training period, however long you want it to be, an onboarding period.

period is important to have them agree with you on that. I find that super important too.

Daria Rudnik (13:51.898)
Well the the argument I hear a lot is that well things are changing so fast. If if we create this program onboarding program now for this employee and then in three months time new employee joins, things will change. What? Do we need to sit down again and talk about that again? It takes so much time. Ha like how do you respond to that?

Nate Hill (14:12.737)
I always say you're the manager. This is your team. You get to do choose whichever you'd like to do. As HR, we're mainly there to help them along the the path of of you know of righteousness, I guess, in in in HR. but I always say that it's up to you however you want to do it. if you want to make changes, please definitely make changes. Don't you don't have to get approval from HR every time you need it. we're just here to kind of give you this tool. Be like, this is the way that works the best. however, we really recommend doing this way, that way. We get that thing.

Change all the time. It's it's super important that change is occurring. you might use a completely new different system that might take two months to learn you know, or an easier system that might make it easier. So, or new people to work with or new people moving different teams. So, I think just having that basic rough framework on maybe like a shared document, if you want to run it by HR, you'd be Hey, I want to make these these changes to this, to this, to this onboarding plan. What do you think?

you know, i is good too. Use HR as a resource, not necessarily as a a permission based thing.

Daria Rudnik (15:14.351)
Do do you as a as a like as HR as a as a partner to business, do you monitor whether they actually follow that onboarding process or not?

Nate Hill (15:22.638)
I

I do and how I follow it is I often will include a 30, 60, and 90 day self-evaluation for employees and managers. I think the check-ins, if this is within the first 90 days, of course, but I always rec and I have one that has after as well. but to determine if it's working or if it's not working, sending out a survey, you know, that that's just reviewed by HR. So an employee survey goes out to the manager to do a sit-down with their employee, do like a review, and then a survey is sent out to an employee where they'll do a self-evaluation.

How things going? what part do you think what part of your job do you want to perform better at? What part of you perform do you like the best? How's your relationship with your manager? If it's not going well by that 90-day review, I know that something's going wrong, that maybe they need to get a little bit more of a boost because most resignations happen after net three months of working, which is 90 days. You know, so if we're seeing a downward trend where they're not feeling they're they're doing really well, the employees feel like they're completely lost in their work.

That's that's you know the important that to maybe sit down with that manager and be like, okay, let's work on a new onboarding plan here. I think this is a much better way to do it, and how to do it beyond the ninety days.

Daria Rudnik (16:32.293)
Mm-hmm. Mm-hmm. Well, I agree. And since you mentioned this attrition rate, like I remember I when I was working in the company and it was very high attrition rate. And the things I was monitoring the most is like the first ninety days attrition, the first six months and the first year. Because these are the most expensive and and the most I mean, th these are definitely mistakes. I mean, if we made a mistake at some point, either hiring the wrong people or

I'll make any mistake with the onboarding and that need to be fixed. So it's it's on us. Yeah.

Daria Rudnik (17:09.517)
You mentioned you worked for like scale scale ups and fast scaling, fast growing organizations. What usually breaks down when you like when the company is growing so fast?

Nate Hill (17:24.706)
So

Oftentimes when I see companies go through rapid growth, it's one of two things. It's either that they're most likely a startup company who hit it really big and got a great investment. Or the other times it's when an acquisition happens. So a customer a a different company bought the smaller company. And that causes a lot of panic, both in HR and on the employee management side of things. so for one of these companies I had to do one of these you know, these buyouts, I guess, you know, before, you know, when big gigantic companies coming down

And gonna eat the small company, and everyone starts to freak out. The employees think they're gonna get fired. they they think this. I even had you know a a story, you know, where there was rumors of a company, you know, acquiring this one, and people were, you know, basically doing their resumes because they thought they're all gonna get laid off because the the the big bad you know wolves from the top down are gonna come and eat this department and then they're gonna outsource it and they're gonna use their own people for cheaper and all this type of stuff. Where I so I had employees.

Employees, you know, sometimes sitting crying in my office. And no matter how many times that I told them you're fine, I can guarantee you, and this is after they you know, have formed a good relationship with me, they still didn't believe it. So at the end of the day, the proof is in the pudding. So I had to show proof of it. So what I did is I held a an all-hands meeting, you know, where I had everybody sit stand with me, and I had the curtain CEO of the company stand in front of the room and tell them himself that your jobs are safe. We are expanding, you aren't going.

No one's going anywhere. And it was so helpful for the employees to hear it directly from the owner or the CEO himself. You know, because I can only say so much, management can only say so much, and rumors start swirling all over the place. You know, so getting trust, I think, is the thing that gets lost the most in those rapid growth of environments because they're seeing so many changes happening all over the place. I even did a leadership training session on change and you know, different types of change. You know, this is transitional change, this is transactional change. this is how I was experienced change.

Nate Hill (19:25.307)
Changed on my personal you know, my personal story and my personal life and how things have worked. You know, so oftentimes that's exactly what gets lost is that trust that you have with your current employees because you're so excited about the big, shiny new building you're gonna get, or the big, shiny new department that's gonna come and how much money is gonna happen. You forget where you kind of came from, you know, at the end of the day. It's like, you know, when you're hanging with your friends and that new friend gets a new you know, a boyfriend or girlfriend, and then you never see them again, you know, because they're so excited about this new relationship that they have that you forget, what about us? What about our core group?

You know, so I see that happen, you know, that get lost a lot and then, you know, forget like I said, leaving your employees behind. You just gotta remember to bring them along with you with the journey and have them lead with you as opposed to behind you.

Daria Rudnik (20:07.341)
I love this analogy. I mean, it's really like it. I mean, there was an next interesting project and then Sydney leadership team, they just follow they they they all into there, lots of work, lots of excitement, but like with no communication with the core team with the with their employees of the organization, rumors start and it can really cause problems.

Daria Rudnik (20:30.863)
Well, we w we started talking about trust.

How do you think HR can earn trust with the leadership team to help them understand, like help the CEO understand that he actually needs to go and and say something in front of the people, whether it's a good thing or bad thing? Or you need to change something in the onboarding process. How do you build that trust with the leadership team?

Nate Hill (20:53.367)
Yeah, I always say, first off, is you know, when I'm meeting with with leadership, you know, with the CEO or executive board, is I often say I'm like, I remind them, this is your company. You can do what you want. I'm gonna give you my recommendations based off of what I have seen. And it's always important to come with proof of evidence of what you have seen. so for example, I have was working with a CEO who was very, very money-based, like a hundred percent focused on money. He was very aggressive, you know, walked you know, around really quickly, didn't really talk to anybody.

and I remember sitting down with him once about an employee relations matter. And he says, you know, this meeting is costing us thousands and thousands of dollars because my time is being wasted talking about this. And I'm like, exactly. We are spending thousands of dollars meeting over this you know, employee relations matter that could have been fixed if we went with this path instead. So moving forward, I think we should you know, have a month-long onboarding program because now more than a monthly, more than a yeah, a month-long

Or, you know, what any type of things, any type of program you know, a new onboarding program that would would help you know, prevent this from happening in the first place. You know, and sometimes there are CEOs or emplo or executive board members that are very numbers-based. So they need to see you know, exactly how much you know, recruiting costs are. Be like, look you know, to hire Daria for this position, it cost us twenty thousand dollars and now she wants to go to somewhere else. We're gonna have to spend even more because of inflation. So this is gonna be more expensive. So

In order to make Daria happy, we have to get, we should probably give her a raise or more flexibility or a bigger office. That's all she wants, you know, or something like that. it it's it's sometimes the little things. And I think just using their words and and helping their analogies. once when I worked for a medical practice, I had to, you know, we had an issue where you know someone had a discrimination where an employee discriminate against another. and you know, I had to say, hey, I think we might have to terminate this employee because of that. And they didn't understand because they were medical.

Daria Rudnik (22:31.055)
Yeah. Yeah.

Nate Hill (22:52.977)
Medical doctors running a practice, you know. So I kind of had to do it in a way that they would understand. I said, you could be the best surgeon in the world who cured cancer, can do, you know, all these you know, heart you know, replacements and things like that. You know, but the one time that you show up drunk to the to the OR, everything is gone. You'll never go in there again. No matter what you did, it's completely gone. It's called a never do moment. So I said, what this employee did was show up to the OR drunk. That's the the

same type of analogy and never do a moment and they're like, wow, that is right. We cannot have her here. You know, go ahead and proceed you know, with whatever you need to do. You know, so I think it's important to just kind of speak their language and work with them as a partner. That's the most important thing is partnership, not, you know, up down if if you know the owners of a company or a CEO or a board of executives or directors, you know, sees them at the top and you at the bottom, that's never good. If they see you as an equal, that's the most successful company you're going to possibly have.

Daria Rudnik (23:23.814)
Mm.

Daria Rudnik (23:51.512)
Yeah. And for that you need to like know your audience, know who you speak to and speak the language. Yeah, green eight. Well, I know you wrote a book. Tell us about your book.

Nate Hill (23:56.591)
Mm-hmm.

Nate Hill (24:00.292)
Yes. Of course. So it's a book called The Ninety First Day. So it's basically it's

A follows a new HR manager named Alex, based off of stories that I've experienced, who is establishing an HR function for the first time out of a logistics company. and what happens is, you know, on his first day, you know, whatever was sold to him in the interviews was completely opposite to whatever happened. So basically there was no 90 day period at all. There was nothing, you know. So he you know walks in. there's toxic culture, there's a manager who thinks of herself, you know, as a

you know and like kind of has her desk you know right in front and have the her employees facing her so she can see the exact you know see the employees at all times and kind of going through a week by week basis so stories that happen you know I have so many stories in there you know one where an employee decided to dress up as the Grinch on Christmas and scare another employee and how that escalated a lot further where you think it's just a silly prank but because of all this unsecure and and bad culture that happened this employee feels like they're being bullied.

you know, sent another employee to do this. It's causes a lot of chaos. There's you know, a story about how an employee once walked in with a bodyguard and said that she didn't feel safe at work. So she had her own personal bodyguard with her. So it was it's a very interesting set of things. It's it's true, I swear. But it's just crazy how what happens when you don't have an established culture and you let it off at the 91st day, people go crazy. They feel they can do whatever they want. so it's literally just a lived experience. Be like, I saw this happen.

Daria Rudnik (25:23.589)
Real?

Nate Hill (25:39.93)
You know, this person used you know, racist language and was got off with it and didn't get any any punishment or anything like that. So I went to the executive director and I told him, well, now we have to add that to our our handbook because now we have to say in our handbook, yeah, you could use racist language as long as it's said in a joking matter. You know, that doesn't make sense, right? So he's like, You're right. So we changed that. So it's it's all these changes that are happening that you know, that an all hands meeting, how that was able to change things and how the former manager used to lead these meetings and how

Daria Rudnik (26:00.048)
Mm-hmm.

Nate Hill (26:09.753)
I'm gonna exactly do that completely differently. I'm gonna make it interactive. We're gonna play an episode of the office. You know, we're gonna do some fun things you know, in these to make it not like a yelling session where we're just going over policies and telling people to get off their phones, you know, or making it more of a thing and trying to convince everyone else that they're leaders. And it ends, you know, at the my 91st day where you know, things are are going well because you know, we were able to change or Alex's 91st day you know, because everything is going well. You know, everyone feels happy you know, the toxic people are no longer working for the company.

There's new leadership from within. So basically, whoever took those managers' position have been in this employees and as an employee in this position as an employee before. so it's really super cool to kind of see the the transition within the book. And it's not like a how-to guide, it's like a more of like a this is what I'm experiencing guide. So it's like, I saw this, this is my current reaction, and this is what I'm doing to change it because I think it'll work. I'm not sure if it will, but I'm gonna try. Let's go see. You know, as opposed to when you're doing HR, you must first establish a program

protocol. That's like that's good those can be kinda boring sometimes. So

Daria Rudnik (27:13.638)
Yeah, I mean it's not always working like that 'cause you need to like f know the story, know the story behind the the the company and then you can come up with solution like the stories you're sharing and how you came up with the solutions to that.

Nate Hill (27:25.249)
Of course. And the book necessarily isn't you know, just for HR folk. You know, it's for managers too, to kind of see what goes on behind that HR door. You know, HR has this perspective of, you know, of being the the principal's office where the people that are gonna fire people, get you in trouble and yell at you for whatever thing, you know, what actually goes on in that inside that office you know, or sometimes a manager will see an employee talk to HR and be like, What are they talking about?

Are they talking about me? You know, sometimes they're just talking about onboarding or they're just talking about benefit. That's it. They just want to know how when they get when their benefits start. you know. So it's just cool to get that perspective and see what HR does and how important it is, even for executives, to see. Like, what does my HR person do? You know, if I don't want to ask them, maybe I'll read this book. Maybe I can see what goes on behind the scenes and see how we're not here to cause trouble and we're not here to waste money of company resources and waste money. We're here to help you make money because it

the company make money because of these very reasons.

Daria Rudnik (28:24.655)
Cool. Amazing. Well, thank you, Nate. It was it was a great conversation. Really enjoyed talking to you and and thanks for sharing those stories. The bodyguard story is just crazy. But that that's how that's how you learn. Yeah, I mean for all to all the listeners read the book and and more with more stories. I have one final question for you. And this question is if you if you had a magic wand and could solve any of like HR professional challenges that are out there, what would that be?

Nate Hill (28:33.335)
Yes, it's there's a lot more to it.

Nate Hill (28:55.075)
So I would say two things. One payroll, because I don't think HR should do payroll. That is crazy. It is math. I am not an accountant. I'm not a mathematician. I always was terrible at math, you know, and then having to do payroll is crazy. So I think if we can have an automatic payroll button, I'll automatically get it right and don't have to worry about it. You know, if I do have the function, that's the first part. but the most important thing I feel is what we talked about this entire episode, which is trust. if I could just convince or wave a wand and convince an executive team that

HR is not here because you need it. The that the feel they're required to have it to check a box is that we're here to to

have a good relationship and for you to trust us. I think it's so important. And anytime I do interview for a new job, that if I'm taking a job, I always say the one thing I need from you is your trust. if I don't have to your trust, I can't do anything. I need you to trust me that what I'm saying is correct, what I'm trusting you, what I'm saying is a good thing, and that we come from a good place. We're not here to make your life easier. not here to make your life worse. We're here to make your life easier. use HR as your shield, use HR as your partner in crime.

You know, we both have a sword attacking, whatever the problem is, I would love for this to have autotrust.

Daria Rudnik (30:08.551)
Yeah, I agree. I mean, trust is is everything. Like when you have trust, like leaders do not like managers do not worry when people when the employee talk to each other. They are not worried when each other comes to them to have a conversation. Like everyone feels that it's it's mutual support. We're there to support each other's growth and organizational growth. Well, thank you so much, Nate. It it was an amazing conversation to all our how people can reach out to you, how people can find you and your book.

Nate Hill (30:34.329)
Perfect. So the best way to do it is to go on my website, www.theninetyfirstday.com. it has links to my book. It has an analysis of the book, some other articles and things like that. but you can buy a the Kindle version on Amazon and a hardcover on Barnes and Noble. but I definitely recommend you you know, reach going to the website if you want to contact me for any HR advice you know, or anything like that, or you know, if you want to learn how to build a re how to build a proper resume, feel free to let me know. there's a contact

form in there. I reach out to everybody just because I do this for fun, you know, at the end of the day. I'm not doing it to make a profit. I'm doing this to have fun and to kind of share that method, share my methods with with other people.

Daria Rudnik (31:17.177)
Amazing. Well thanks. Well that's why like we're here in this profession to help people. And that's why like helping people, helping people grow, helping organization grow is what drives most HR professionals.

Nate Hill (31:25.365)
Exactly. It's what I would do. I used to listen to I I yeah, and I found your your podcast previously before, so it was really cool you know, when I drive the long commutes. So I was very happy when we were able to to get in touch. So you know, definitely listen to the the Built by People Leaders podcast. It was it's a good way to lead to to listen to something on the way to work, you know.

Daria Rudnik (31:43.323)
Yeah, thank you, thank you, Nate. And to all our listeners, if you listen to this at to the end of this episode, thank you. If you like this show, please give us five stars on Apple Podcasts and Spotify. Subscribe to our YouTube channel and stay tuned for the next episodes. Bye.