Bryan Power

TA leaders are being pushed to adopt AI, do more with less, and constantly fight for budget. It’s difficult to make the case for investment in a new AI solution or additional recruitment marketing spend. Solution providers are falling short: they are not equipping TA with the insights needed to craft persuasive narratives, to share within their orgs. This is one of my learnings from recent conferences. We need to empower TA leaders to tell compelling stories. The hard truth is TA is often viewed as a cost center. Very few TA leaders enjoy the organizational clout that sales and marketing leaders do, primarily because those functions speak the universal language of revenue. The absence of this persuasive narrative is what’s holding TA back from the influence it deserves. The pivot is simple, but not easy: Transform your data into a compelling, stakeholder-specific narrative. Storytelling is the single most critical tool for influencing your CHRO, your CFO, and your CEO. We need to start telling the story of why great talent is a core competitive advantage. We must make the case for why an investment in AI tools, candidate experience, and recruitment marketing is not just a cost, but an insurance policy against falling behind the competition. The good news? Storytelling is not that hard either. Ask your partners and teams to equip you with the insights you need. This will enable you to: - Unlock dollars. Tell a people-to-profit story. Articulate the ROI of recruitment marketing, candidate experience, and technology investment in those terms. - Influence compensation. Tell the story of labor market competition, talent scarcity, and competitive compensation. - Gain a seat at the AI council table. Provide the context needed to vet vendors and allocate resources. Our community is filled with incredibly talented and passionate leaders. We just need to arm ourselves with the right storytelling tools, insights, and language.

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Interesting SHRM article this week. Amazon is reportedly considering a significant reduction in its workforce (including within its People function) as it advances an AI-first strategy backed by a $100B investment. For People leaders, this raises some important questions: 1. What is the future work of the People function? 2. What skills will HR professionals need now? 3. And how do we lead transformation instead of simply reacting to it? From my perspective, this moment isn’t simply about “fewer People roles.” It signals a fundamental shift in the HR operating model - toward deeper focus on leadership capability, manager effectiveness, organizational clarity, and true business partnership. We have to be part of the transformation. People leaders must be both architects and participants. That requires credibility, communication, and a clear, compelling narrative about what’s evolving and why. The future of HR doesn’t need to be smaller. It needs to be more strategic, more integrated and absolutely more human. Article link: https://lnkd.in/ecc-pqd3

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After 20+ years leading People functions, one question keeps shaping how I show up every day: am I truly adding enterprise value or am I just running HR well? Heidrick & Struggles just published a compelling piece on what it means to become an Enterprise CPO in 2026. It resonated deeply, not just as a framework, but as a lived experience. Several things struck me most: 𝟭. 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗶𝗻𝗴 𝘁𝗵𝗲 𝘀𝘁𝗮𝘁𝘂𝘀 𝗾𝘂𝗼 : always, even when it's uncomfortable. The best people leaders I know don't wait for permission to step outside the HR lane. In one of my previous roles, I led a full review of our Go-To-Market and sales strategy. Not the most obvious CPO territory but almost every execution failure traces back to a people or leadership issue. Stepping into that space didn't just create value for the business. It was genuinely energizing. There's something powerful about operating at the edge of your comfort zone. 𝟮. 𝗧𝗵𝗲 𝗖𝗣𝗢-𝗖𝗘𝗢 𝗱𝘂𝗼 𝗶𝘀 𝗿𝗮𝗿𝗲𝗹𝘆 𝘁𝗮𝗹𝗸𝗲𝗱 𝗮𝗯𝗼𝘂𝘁 𝗯𝘂𝘁 𝗶𝘁'𝘀 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴. The report notes that only 22% of CEOs view their CPO as operating at enterprise level. I believe that's not just a CPO problem, it's a CEO problem too. An Enterprise CPO can only exist where a CEO actively creates the conditions for that partnership. When that trust is mutual and the relationship is tight, the impact for the business is disproportionate. I've seen it firsthand. 𝟑. 𝗔𝗻𝗱 𝗼𝗳 𝗰𝗼𝘂𝗿𝘀𝗲 : 𝗔𝗜. This almost goes without saying in the world we're operating in today. But the CPO has a unique role to play here: not just enabling AI adoption across the workforce but leading by example. When a CPO visibly uses AI to boost their own personal effectiveness (sharper decisions, faster synthesis, better preparation) it sends a powerful signal to the entire organization. The best change agents don't just advocate for transformation. They embody it. The shift from functional leader to enterprise strategist isn't a title change. It's a mindset, a relationship, and a daily choice to go beyond what's expected. Highly recommend the full read for any HR leader ready to level up. 👇 #CPO #HRLeadership #EnterpriseStrategy #PeopleLeader #FutureOfWork #CHROAgenda

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California Employers: Big Compliance Changes Are Coming in 2026 — Are You Ready? New California laws are on the way, and they’ll reshape pay transparency, reporting duties, notice requirements, and more. Here’s what’s changing: New Pay Transparency & Equal Pay Requirements (Effective Jan. 1, 2026) 🔷Job postings must include a good-faith salary or wage estimate employers expect to pay upon hire. 🔷California’s Equal Pay Act now protects employees of “another sex,” expanding coverage to non-binary workers. 🔷Statute of limitations extended to three years, with up to six years of available relief. 🔷“Wages” now include all forms of pay: bonuses, stock, travel reimbursement, benefits, & more. Expanded Cal-WARN Act Notice Requirements (Effective Jan. 1, 2026) 🔷Notices must include new details on workforce services, CalFresh, rapid response support, & employer contact info. 🔷If coordinating with the local workforce development board, services must be arranged within 30 days. 🔷Cal-WARN notice not required when layoffs are caused by physical calamity or acts of war. New Mandatory “Know Your Rights” Workplace Notice (Effective Feb. 1, 2026) 🔷Employers must provide a stand-alone rights notice covering workers’ comp, immigration-related protections, union rights, & constitutional rights during law enforcement interactions 🔷Required upon hire, to all current employees by Feb. 1, 2026, & annually to labor representatives. 🔷Must be provided in the employee’s language (if available via the Labor Commissioner). 🔷New emergency-contact rules for employees arrested/detained at work. 🔷Penalties up to $500 per employee per violation. Ban on “Stay-or-Pay” Worker Contract Terms (Effective Jan. 1, 2026) 🔷Prohibits contracts requiring workers to repay training costs, relocation stipends, or similar expenses if employment ends. 🔷Applies to employees, candidates, trainees, & participants in training programs. 🔷Violations allow workers to recover up to $5,000, plus damages & attorneys’ fees. 🔷Several exceptions exist (e.g., government tuition repayment programs, apprenticeship programs). Expanded Personnel Record Requirements (Effective Jan. 1, 2026) 🔷“Personnel records” now include education/training information: provider name, dates, competencies, certifications, & more. 🔷Employers must maintain & provide these records upon request. Employer Takeaways California employers should begin preparing now by: ☑️ Reviewing and updating job posting templates. ☑️Auditing pay practices and compensation structures. ☑️Updating WARN Act procedures & notices. ☑️Preparing to distribute the new “Know Your Rights” notice & track compliance. ☑️Updating employment agreements to remove stay-or-pay provisions. ☑️Ensuring personnel files & training records meet expanded requirements. The volume and complexity of these updates mean early planning is essential. 🦉

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There's a big difference between some CHRO's and other CHRO's. Basically, we have people who called themselve CHRO's but in reality, they're far away for being one. Being a CHRO is not a matter of title but career. If your about to steeping in or have already and need support, Mercedes Mantecon and Spencer Stuart offers you an incredible program to suceed.

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California’s employment laws are some of the most complex (and rapidly evolving). Every founder operating there feels it. From new family leave expansions to stricter employee classification standards, compliance is a strategic necessity. Here’s the real issue: Most small to mid-sized business owners don’t know what they don’t know. And when compliance gaps go unnoticed, they don’t just create paperwork; they create risk. Risk that drains cash, time, and trust. ProvenHR doesn't bury founders in jargon or binder-sized policies. Instead, we: ✅ Audit your current practices to catch hidden compliance gaps ✅ Build custom HR systems that actually fit your business ✅ Provide on-call expert support when you need answers fast Compliance can be a solid foundation for growth. ✅ Stay compliant. ✅ Stay confident. ✅ Stay focused on what you actually built your business to do. 📘 Read more about how we help California businesses stay ahead of the law > https://lnkd.in/eHvn-kYA #CaliforniaHR #EmploymentLaw #FounderLife #SmallBusinessGrowth #HRConsulting #FractionalHR #Compliance #ProvenHR

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