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E68: Implementing Boundaries in the Workplace with TroopHR’s JaNaye Norman-Halligan
Implementing Boundaries in the Workplace with TroopHR’s JaNaye Norman-Halligan
This episode, HR Member and Senior People Operations Consultant JaNaye Norman-Halligan talks about how to use data to inform people management, ways to implement healthy boundaries in the workplace, and how to identify the optics within an organization.
JaNaye Norman-Halligan is a TroopHR Member and a Senior People Operations Consultant for Empowered People.
JaNaye has over 10 years of success championing a people-first approach to blending strategy with emotional intelligence to craft authentic employee experiences.
JaNaye has repeated accomplishments enabling companies to build influential People and Talent strategies, reimagine organizational structures, and prototype innovative employee engagement initiatives. Here are a few of the topics we’ll discuss on this episode of People Analytics:
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- How to be mindful and intentional with HR decisions.
- Using data to inform how you manage people.
- How to implement healthy boundaries in the workplace.
- What code-switching is.
- Ways to learn about HR outside of formal education.
- How to identify optics within organizations.
- Ways to build a positive work culture.
Connect with JaNaye Norman-Halligan:
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- 7:55 – “Taking time for my mental health, so having a licensed psychologist that I see when I’m going through these really emotional heavy employee focused ER cases or I’m going through things where the empath in me is like what else can I be doing that may be outside of where I’m supporting my company, and it’s also about technological boundaries, I am a firm believer of setting my do not disturb for 7 pm on my phone, on my computer, it does not matter what it is if it’s after 7 and I have not responded to you it’s because I’m going to see it the next day.”
- 9:18 – “Making those boundaries known, I have my gym workout every morning on my calendar, I have snack breaks, I have lunch breaks, I am taking walking meetings, you will know this is a walking meeting and being upfront about those boundaries so when they are crossed it doesn’t come across that my passion is mistaken for anger which is very easy to do for a diverse leader but this is something that we acknowledged and agreed upon.“
- 19:52 – “It’s more around making sure we don’t become obsessed with the idea of tokenism in the workplace, I have turned down job opportunities I’ve left interview processes because I’ve asked the question how do I make sure that I’m not the first and only diverse leader in your organization it’s well you won’t be but we’re really working on it, oh we’ve got people over here, no that wasn’t the question I was asking you are you making sure that you’re advocating for me not only as a diverse leader externally but internally as well.”
- 24:31 – “Making sure that we don’t have cultures that are strictly focused around vices, I think the biggest thing is alcohol, happy hours, or hey what are you drinking or we’re going to the bar after work, how can we create new things that don’t tie people to a vice and we’re cooking, we’re meditating, we’re doing yoga, new healthy ways for people to be involved and have fun at work.”
- 28:03 – “It’s very easy to focus on the negative pieces of your career because its hey what could I have done better or improved on but I think you have to gather with a purpose and the more people that are aware that this is happening the more that we are creating a place where people can feel psychologically safe at work.”
- 31:51 – “What I really like about how work is becoming more flexible and I like how especially with remote work there is that opportunity to take an hour and take a nap, or go for a walk or workout or do something that will help that slump that you usually get in the middle of the day and I think as humans we’re very fluid and so we have those moments where its like oh yea we’re productive and then we have those moments where it’s like ah I just feel like I dont have any energy so to be expected to have the same kind of productivity 9 to 5 every single day I think that’s asking a little too much.”