PFunc Intro & AMA

Message from our CEO’s Desk

No. I was not in San Diego a few weeks ago at the annual SHRM (Society for Human Resources) conference. Because I wholeheartedly believe that SHRM now just straight up sucks.

When I first started in HR in 2011, SHRM was it. When I was just a baby intern starting in human resources, SHRM was my go-to to learn about all things HR, from compliance to how the news and legislation were impacting organizations and best practices. Yes, it was a bit rigid, sure. When I got my first job out of college at a tech company, SHRM did feel out of touch with startups and innovation... but it still was seen as a legitimate authority in our field. A place where HR professionals could go to align, evolve, and advocate for the future of work. That is not what SHRM is today.

As a society that is supposed to represent the department that builds and is responsible for upholding company values, they don't seem to have true values of their own. Over the last year, SHRM has evolved into something murky, performative, and increasingly political. It's hard to know what they stand for anymore.

About a year ago, SHRM quietly stripped the "E" from their DEIB (diversity, equity, inclusion, and belonging… welp, now diversity, inclusion, and belonging) statement. That's not just a rebrand; it's a signal. Equity is about power, access, and leveling the playing field. Removing equity isn't just semantics. It's a loud message to those paying attention. A signal to mostly white corporate leaders that "we don't want to make you uncomfortable." And signal to marginalized communities, "you are not the priority." This was a tone deaf change that pissed off their members.

To add insult to injury, nothing quite transforms a respected organization like a CEO who grovels for political favor. Just a few months later, the CEO of SHRM, Johnny C. Taylor Jr., publicly said he would be honored to serve as Donald Trump's Secretary of Labor. All of a sudden, dropping "equity" made a lot of sense. That wasn't for its members; it was to suck up to the next President of the United States. Spoiler Alert - it didn't work. He wasn't chosen.

And because we're watching a tennis match of SHRM playing against itself… then a few months later, SHRM hosted President Joe Biden at SHRM25 as a keynote, appeasing the left-leaning members they had previously pissed off. I voted for Biden. I am not a Biden hater. But the irony that he may have needed a workplace accommodation for his role as President, and then here he is speaking at an HR conference… is not lost on me.

The lack of consistency isn't a strategy. It is opportunism. It is transparent. And it's exhausting. SHRM wants to have it both ways. They want the applause of progressive audiences and the approval of conservative policymakers. They want to stand next to Trump when it suits their interests, and then invite Biden on stage when they realize the backlash is bad for business. They're not leading—they're shape-shifting. And in doing so, they've made themselves irrelevant to the future of work.

So, where does that leave us? We no longer support SHRM. I have found that their resources are behind the curve, and their network is now second-rate. The leaders with values have moved on. Here is where I go instead of SHRM now:

• For legal compliance - sixfifty (official PFunc partner). Sixfifty is an employment law platform that helps companies with multi-state employment law. It offers tools for legal document generation, research, and automated legal updates.

• For news - Charter (close friend of PFunc). Charter is a news outlet that is "on a mission" to transform every workplace and catalyze a new era of dynamic organizations where all workers thrive. Charter does this by bridging research to practice – giving people the tactical playbook for what work can and should be."

• For my network of forward-thinking, values-driven people people - TroopHR (I'm an active member). TroopHR is "the premier community and resource for the modern HR leader," and hosts the best HR conference of the year.

• For simple tools and templates, ChatGPT. Literally… what more is there to say?

• And soon… PFunc for best practices for startups 🙂 More to come!

SHRM may have lost the plot, but that doesn't mean the story ends there. We need leadership that doesn't trade principle for PR. And we need institutions, networks, and tools that reflect the workplaces we want to build, not the political winds of the moment.

So no, we won't be renewing our SHRM membership this year. We're building something better. If you're doing the same, you're not alone.

Emma

CEO & Founder, People Function

PFunc AMA

Question:

In light of recent headlines involving workplace relationships gone public, our leadership team wants to revisit our policy on office romances. How can we strike the right balance between respecting employee privacy and safeguarding the company from conflicts of interest or legal risk?

Answer:

Don’t go to Coldplay concerts. Just kidding 😉

Workplace relationships are as old as the workplace itself—inevitable when people spend so much of their lives collaborating, building, and often navigating high-stress environments together. And yet, when those relationships unfold in the public eye, we’re reminded of the very real reputational, ethical, and legal risks that can arise when boundaries are blurred. 

Here’s what we encourage startup leaders to consider as you revisit or rewrite your workplace relationship policy: 

1. Start from a place of respect for autonomy, then build in the guardrails. We don’t recommend “banning” romantic relationships outright. Policies perceived as intrusive tend to backfire. But it is appropriate—and necessary—to set clear expectations around disclosure when a relationship could impact reporting structures, decision-making authority, or perceptions of favoritism.

2. Define what “conflict of interest” looks like in your context. Startups are often flat, fast-moving, and informally structured. This can make power dynamics blurry. Who influences promotions, evaluations, compensation, or project assignments? Your policy should be explicit about the types of relationships (e.g., between managers and direct reports, or executives and junior employees) that present risk and how those will be managed, and if they are not permitted. 

3. Lead with values, not surveillance. The goal isn’t to root out private behavior—it’s to ensure psychological safety, fairness, and alignment with your values. If your culture claims to be built on trust, discretion, and equity, your approach to workplace relationships should reflect that. Focus your policy on transparency, professional conduct, and transparent processes for addressing concerns. 

4. Model integrity at the top. Your most senior leaders—especially founders and C-suite executives—set the tone. If they’re involved in a romantic relationship within the company, it requires even greater scrutiny, accountability, and in many cases, external HR guidance. As we saw with the recent public controversy, the reputational cost of perceived impropriety is often highest at the top. 

5. Revisit, educate, and stay consistent. Once you’ve clarified your stance, don’t just file it away. Train your team. Normalize the policy as part of your broader commitment to equity and ethics. Make sure your employees understand the “why” behind the policy—and where to turn if they have questions or concerns. 

Ultimately, this isn’t just a policy conversation—it’s a culture conversation. And it’s an opportunity to be proactive, not reactive. Let’s lead with clarity, courage, and care.

If you have HR-related questions that you’d like to see featured in our “Ask the Experts” section, please submit them here. You may see your question in our next edition! 

ICYMI Compliance Tips

Below are a few of the latest HR regulatory and compliance updates published within the last month:

• Washington (eff. 7/27/2025) - employers with 50 or more full-time employees must provide at least 60 days notice to employees of mass layoffs and business closures.

• New York (eff. 7/31/2025) - The state will officially sunset its COVID-19 Paid Emergency Leave (PEL) requirements that employers must provide COVID-specific sick leave for their employees.

PFunc Recommended Resources

• Northern Trails Advisory - Our friend and former Compensation Practice Lead, David Ridley-Parris, offers personalized, Co‑Active coaching to empower individuals and organizations through career transitions and life changes. He also has a deep commitment to grief coaching, offering compassionate one-on-one support and tailored workshops to help individuals and teams navigate loss.

On The PFunc Market

Talent Spotlight

Below are a few fantastic, vetted folks who are actively on the market looking for new roles and consulting opportunities. Please reach out directly to the candidates or reply to this email if you’d like to learn more!

• Gita Kaminer, Director of People Analytics - Gita is a senior People Analytics leader with over a decade of experience turning workforce data into actionable insights that drive smarter, more agile decisions for global organizations. Known for making complex data accessible and leading cross-functional teams, she’s currently expanding her expertise in AI for talent strategy through UT Austin’s McCombs School of Business and is open to Director and Senior Director roles in the Bay Area. Gita is open to full-time Director of People Analytics roles.

Reply to this email if you’re interested in being introduced to a candidate! If you’re on the market for a new role in HR/People Operations, Business Operations, or Leadership & Executive and Executive support roles, and you’d like to be featured in our “Talent Spotlight” section, please submit your information here.

Open Roles in our Network

• Bedrock Ocean Exploration, PFunc Client: VP, Finance - this role will lead and scale the finance and accounting functions; driving communication of financial performance and projections to board members and investors, implementing financial processes and systems, and overseeing FP&A, Accounting and other initiatives, including venture capital fundraising.

• Inspiren, PFunc Client: Director of Business Strategy - this role will help define the company’s strategic initiatives and identify high-impact partnerships that enhance value for their senior living community customers.

• Upload Club, Friend of PFunc: YouTube Content Strategist - this role will support Upload Club’s client's success by providing data-driven insights, creative ideas, and strategic guidance, including video concepting and scriptwriting.

If you have an open role at your company that you’d like to highlight in our next newsletter, please reply to this email!

PFunc News

Team Member Spotlight

Phelan Maxey was our FIRST full-time hire at PFunc and recently celebrated her 4 year anniversary with us! Phelan is the mastermind behind our shiny, new company website and currently supports 3 of our clients, including long-term clients Bedrock Ocean Exploration and Northstar, and one of our newest clients, Allocate.

PFunc Highlights

• CultureCon 2025 x PFunc - August 5–7 in Madison, Wisconsin (and virtually) 
  Today’s the day, CultureCon 2025 has begun! Emma Leeds and Allison Leung are onsite in Madison representing for #TeamPFunc! We hope to see some friendly faces here!

• Volunteer with PFunc & The Posse Foundation on 8/19!
  We’re excited to partner with the incredible Posse Foundation as volunteer evaluators for their 2025 Dynamic Assessment Process (DAP)- a powerful and unique method used to identify the next generation of leaders. Our team will be volunteering on August 19th to help Posse select its next cohort of Posse Scholars. If you’re interested in learning more about their volunteer opportunities, check out their website. Join us by signing up here and selecting 8/19 11am to 3pm!

• PFunc x Newfront Dinner in Chicago Recap!
  On July 24th, People Function teamed up with the Newfront crew to host an intimate dinner at City Winery in Chicago focused on one of our favorite (and most complex) topics: total compensation. With about a dozen HR Leaders and Compensation Experts around the table we dove into a wide-ranging, honest conversation about how compensation is evolving—and where leaders are still trying to figure it out.

  Over dinner we discussed our shared challenges:

  • 💸 Designing incentive comp in early-stage environments

  • 🧭 Aligning compensation philosophy with changing business priorities

  • 🔎 Navigating transparency, manager enablement, and pay equity

  • ⏳ Rebuilding trust after RIFs and performance changes

  • 🛠️ Improving hourly compensation structures and communication

  As always, we took notes! Click here to read the recap. We had a great time (and even better wine!). More gatherings are on the way, and we look forward to seeing you at the next one!

Client Corner

New client alert!

• RADAR - RADAR is a retail technology company that fuses advanced RFID and computer-vision systems to provide real-time, item-level inventory tracking and autonomous checkout capabilities.

We’re thrilled to be working with their team!

Stay in Touch!

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