When an HR tech rollout fails, the software usually gets the blame. But in most organizations, the real issue is not the platform. It is alignment. Leadership, HR, managers, and operations are often not aligned on what the system is supposed to solve or how it will be used. Until that changes, even the best technology will underperform.

"Dear Ellie" is an advice column from a seasoned HR consultant. Hear her advice for an HR pro who is struggling to speak up at work.

Organizations are selecting leaders based on past performance instead of future responsibility. They are rewarding output instead of evaluating behavior. They are assuming leadership capability instead of measuring it. Until that changes, the same pattern will continue.

The Latest includes a brief update on federal and state level news including DEI enforcement, AI-driven layoffs, and retirement policy shifts.

The Latest includes a brief update on federal and state level news like DOL rolls back the fiduciary rule, states target noncompetes, and NLRB resets handbook enforcement in March 2026.

The Latest includes a brief update on federal and state level news including DEI enforcement, AI-driven layoffs, and retirement policy shifts.

Most organizations devote enormous energy to designing strategy. Far fewer invest the same energy in protecting that strategy once execution begins. Yet this is where drift occurs.

"Dear Ellie" is an advice column from a seasoned HR consultant. Hear her advice for an HR pro who is navigating a situation with a salaried employee whose performance, when present, is strong. However, there has been a consistent pattern of frequent, unplanned absences.

Organizations that want stronger leadership cultures must measure more than output. They must measure how leaders lead. That begins with defining observable leadership behaviors, integrating those behaviors into evaluation systems, and creating mechanisms for meaningful feedback. The leadership competency no one wants to measure may be the one that matters most.