Lisa Sterling said "absolutely not" when she was first asked to take a Chief People Officer role. Not because she didn't care about people, but because everything she believed about organizational performance was at odds with what HR was supposed to be. She took the job anyway, with one instruction: get rid of all of it and build what you actually believe in. She's now CPO at Perceptyx, and that's still her operating mode. The engagement score obsession, the job architectures, the performance reviews that produce ratings instead of growth. She's not interested in any of it, and she's building something to replace all of it. If you work in HR and you've ever felt like the function is measuring the wrong things and asking you to own outcomes you don't actually control, this conversation is for you. In this episode, you'll hear: Lisa’s argument that HR doesn't actually control engagement, and why the score is the wrong KPI The capability operating system she's building to replace job descriptions and performance ratings How Perceptyx is moving from data collection to actual behavior change Why she tells her own team to leave HR if they want to grow How she ended up running global customer success on top of the people function The difference between a CHRO and a CPO, and why she doesn't call herself the former Her imposter syndrome moment (and epiphany) at the New York Stock Exchange

Most companies have no idea how their employee experience actually compares to their competitors. Not because the data doesn't exist. Because nobody's looked at it. David Barrett, founder and CEO of Welliba, built a platform that does exactly that, using publicly available information to measure workforce sentiment across hundreds of thousands of organizations.  The companies that treat their people well are outperforming the ones that don't. That's the short version. The longer version is more interesting, and a little harder to sit with. If you work in HR and you've ever been asked to justify a people investment with hard numbers, this conversation is the one you've been waiting for. In this episode, you'll hear: What six years of S&P 500 data shows about employee experience and business performance Why the strongest predictor of high performance isn't technology, pay, or flexibility What companies that are profitable but burning people out actually look like in the data Why most pandemic-era people investments never got properly validated Why the manager and coworker relationship still outpredicts perks and programs What Unhappy Performers are, and why the term might be more optimistic than it sounds

Twenty-six years in benefits gives you a particular kind of clarity. Rae Shanahan knows what the industry got right, and she's direct about what it got wrong. Now Chief Strategy Officer at Businessolver, she comes to this conversation with research and the research tells a story most HR teams aren't ready to hear. The system was built for employees with time, financial stability, and enough clarity to search, compare, and choose. Most people don't have all three. If you work in HR and you've ever wondered why better benefits technology hasn't fixed the problem, this conversation is for you. In this episode, you'll hear: Why personalization in benefits is reactive by design What anticipatory benefits looks like in practice Why financial fragility keeps showing up as an enrollment problem How AI can help without replacing human judgment What the benefits professional of 2035 (yes, that’s right) actually needs to know

The CEO is pumped. The engineers are burnt out. And HR is the last to know. Gemma Versace is Chief Client Officer at X-Team, and her company's research on AI talent strategy should be required reading for every HR leader. The confidence gap between executives and the people actually doing the work is wide, and the organizations that ignore it are losing their best people. If you work in HR and you've ever felt like AI strategy happens around you instead of with you, this conversation is for you. In this episode, you'll hear: The gap between executive confidence and practitioner reality on AI talent What that disconnect looks like inside a real organization Why HR reports the lowest AI confidence of any function Why job description clarity predicts AI maturity more than budget The difference between naming governance as a problem and fixing it Why most organizations can't prove AI ROI to finance Why long-term embedded partners outperform short-term contractors

Tameka Vasquez grew up in tech, where moving fast and breaking things was gospel. Then she started working with leaders outside that world and realized the gospel didn't travel. Most leaders, she found, are only equipped for change they've already seen. Everything else gets met with fear. That's the gap she has spent her career trying to close. Not by predicting the future, but by changing how leaders relate to it. Her framework, SHIFT™, treats the future as a verb. Something you do, not somewhere you arrive. The goal isn't certainty. The goal is building enough capacity to lead when nothing is certain. If you're tired of the inevitability narrative, the one that says the future is already decided and your job is just to comply, this conversation is for you. In this episode, you'll hear: How growing up in tech shaped Tameka's assumptions about change, and what working in slower-moving industries taught her about how rare those assumptions are The story of her Guyanese heritage and why multigenerational survival in precarious conditions is the personal foundation underneath all of her professional work Why she no longer tries to clear a credentials bar that keeps moving, and what she says instead when someone asks what qualifies her A full walkthrough of the SHIFT™ framework and why she calls it a practice rather than a program The false binary between being first and getting left behind, and why the whole spectrum in between is where most real strategy lives Her argument that discomfort with inevitability is a more honest starting point than certainty, and why she works with that discomfort rather than around it Why outsourcing critical thinking to institutions and thought leaders is cultural laziness, and what leaders actually need to do instead

Andrew Norcross built NASA's website. He built the New York Times' website. He's been engineering the infrastructure of the internet for 20 years. Now he's building fences and painting houses in Florida, because AI ate his job and he refuses to be complicit in what replaced it. This is an episode about what happens when someone with real skill, real principles, and zero interest in using AI suddenly has no market for the thing they're best at. Norcross didn't rage-quit. He just stopped pretending the emperor has clothes. He watched an industry swap craftsmen for pattern-recognition machines, compared it directly to the 2008 subprime collapse, and walked away to do work with his hands until the inevitable correction comes. If you've ever wondered what integrity costs in a labor market that no longer rewards it, this conversation is for you. In this episode, you'll hear: How Norcross built the architecture for NASA.gov, the New York Times, GitHub, and Disney, and why that work has disappeared His direct experience with bad AI-generated code  Why the AI investment bubble looks a lot like subprime mortgage lending, and why the math doesn't math His reminder that AI is not intelligent, it's a pattern-recognition machine, and why the word choice matters Why no machine will ever account for the chaos and unpredictability of human behavior His pivot to referral-only handyman work A frank conversation about college vs. trades Why he gave up on long-term career planning entirely Why going to sleep sore from physical labor feels better than putting money in the wrong pockets

Most leadership advice skips the body entirely. Scott Eblin doesn't. The executive coach and author of Overworked and Overwhelmed has spent 25 years helping C-suite leaders perform better, and his starting point isn't strategy. It's neurobiology. The reason so many leaders feel reactive, depleted, and like they have no agency isn't a character flaw. It's physiology. When you're running on chronic fight or flight, your frontal lobe (the part responsible for values, discernment, and intentional response) is competing with your amygdala. And the amygdala usually wins. If you manage people, work with people who manage people, or you're the person in the C-suite wondering why everything feels like a threat, this conversation is for you. In this episode, you'll hear: Why self-management comes before everything else in leadership What chronic fight or flight actually does to your decision-making How the parasympathetic nervous system works and how rhythmic movement activates it The Life GPS framework Scott and his wife built in the 90s Why knowing your 100% optimal makes a 25% day easier to navigate What Scott's MS diagnosis in 2009 taught him about temporary states The dance floor vs. the balcony concept, and why leaders need both Martin Seligman's disputation technique for breaking a pessimistic thought loop

Amari Leigh didn't plan any of this. She volunteered at sex worker charities and women's health organizations, sent her CV to every reproductive justice charity she could find, and stumbled into freelance virtual assistant (VA) work. Now she runs a global agency that's worked with over 100 businesses across 17 countries, all of them sex-positive and queer-affirming. Sex positivity is rooted in consent, body autonomy, and non-judgment. Amari makes the case that a more sex positive, queer-positive world could genuinely save lives and make us all more productive and humane in the process. If you've ever built a business around your values, wondered whether to stick it out with difficult people or just walk away, or wanted to hear someone talk plainly about censorship, shadow banning, and what it actually costs to work in stigmatized industries, this one's for you. In this episode, you'll hear: How Amari accidentally launched a VA agency while emailing every sex positive and queer-affirming charity she could find What running a sex positive, queer-affirming business actually looks like across 17 countries and 19 U.S. states How censorship and shadow banning target sexual health and reproductive justice content while harassment gets a pass Why your social media following is not an asset, and what is Her honest answer on whether she'd try to educate a bigoted coworker (spoiler: absolutely not) Why a sex positive, queer-positive world would reduce unintended pregnancies, maternal deaths, and pressure on the foster care system

Yolanda Fraction, organizational development consultant, doctoral student in IO psychology, and author of Joyful Workplaces, joins Punk Rock HR to make the case that joy at work is a strategy, not a perk. And for the leaders who bristle at the word "joy," she has a reframe: call it effectiveness. The outcome is the same either way. Bad bosses. Turnover. Absenteeism. Mental health days taken just to survive the workload. Yolanda argues these are not culture problems. They are performance problems. And they are solvable, often for free. If you lead people, support leaders in HR, or want to build workplaces that actually work, this conversation is for you. In this episode, you'll hear: Why joy is the outcome of a high-performing organization, not a mood What the opposite of joy actually looks like on a balance sheet How Yolanda builds joyful workplaces without a budget Why toxic managers are a performance problem, not just a culture problem What self-determination theory has to do with performance reviews Why an 82-slide deck won't change executive behavior, and what Yolanda does instead Why Yolanda asks leaders to imagine their 7-year-old self watching them make a difficult call.

What actually helps people live longer, healthier lives? According to longevity expert Ken Stern, it’s not just diet, exercise, or the latest health trend. The biggest factor might surprise you: Your relationships. Ken Stern, author of Healthy to 100, joins Punk Rock HR to talk about what the longest-lived countries in the world are doing differently. Drawing from research and reporting in Japan, Singapore, Italy, Spain, and South Korea, Ken explains how social connection, community design, and policy shape how long (and how well) we live. In this episode, you’ll hear: Why loneliness is a serious health risk, comparable to smoking What the world’s longest-lived countries do differently than the United States How social connection impacts longevity more than diet or exercise Why the traditional life stages of school, work, and retirement were invented — and can be reinvented What Japan’s older workforce reveals about purpose and longevity How housing policy and urban design influence healthy aging Why the future of work will require rethinking retirement How communities and public policy shape how long we live