Horizon Point Consulting

Category: Human Resources

We know HR. Read our Human Resources blog archives for stories and best practices from our work with real clients and personal experiences in the world of HR.

  • Start the New Year Right with Simplicity

    Start the New Year Right with Simplicity

    At the beginning of a new year, there is a natural pull toward momentum. Fresh calendars, renewed energy, and the promise of progress invite us to jump straight into action. But at Horizon Point Consulting, we believe sustainable success starts with intention—not urgency. Starting the year right means slowing down just enough to be thoughtful, focused, and aligned.

    Here is a simple, disciplined approach we often recommend to individuals and organizations alike.  And you need to write this all down! Don’t just do it in your head. Reflection becomes far more powerful when it moves from your head to paper.

    1. Reflect 

    Before you plan what’s next, take time to reflect on what has been. Two ways to do this are through documenting: 

    Highs and Lows

    Begin by capturing the highs from the past year. What worked? Where did you feel proud, energized, or successful? These moments often reveal strengths and strategies worth repeating.

    Then, honestly document the lows. What felt heavy, frustrating, or misaligned? Where did you lose energy or momentum? Naming these experiences helps you learn from them rather than carry them forward unconsciously.

    Start, Stop, Stay

    Next, organize your reflection into three simple categories:

    • Start: What new habits, behaviors, or practices would serve you better this year?
    • Stop: What is no longer working and needs to be released?
    • Stay: What is already working well and should be protected or reinforced?

    This exercise brings clarity and creates a strong foundation for meaningful change.

    Mel Robbin’s Best Year Workbook highlights a reflection on both of these things and may help you get these reflections down on paper. 

    We also like Emily Freeman’s 10 Questions for Reflection and Discernment

     

    2. Plan — Then Put It on the Calendar

    Reflection without planning rarely leads to results. Once you’ve identified what matters most, it’s time to plan.

    The key here is specificity. Good intentions become real commitments when they are scheduled. Block time for priorities, not just tasks. And understand your natural rhythms to know when the best time is to do what type of activities.  We outline how to do a time audit and other important “when” topics here. Whether it’s strategic thinking, personal development, health, or connection, if it matters—it deserves space on your calendar.

    You also may want to check out Cal Newport’s planner and podcast for more insights on purposeful planning for “deep work” and “slow productivity.” 

    And then, the harder part: stick to it. Treat these commitments with the same respect you give meetings and deadlines. Consistency is where progress compounds.

    3. Simplify

    Starting the year right doesn’t mean doing more. In fact, it often means doing less—on purpose.

    We simplify at HPC by selecting a theme for the year.  Here are some of our previous themes: 

    Ironically enough, our theme for 2026 HPC is “Simplicity.” 

    Look at your commitments, goals, and routines and ask: What can be simplified? Where can you reduce complexity, eliminate distractions, or streamline processes?  We will be working through all of these things this year at HPC. 

    We are starting off this year simplifying our blog and newsletters.  Blogs will be released once a month, not once a week, along with a newsletter.  Often, less is more. 

    Simplicity creates focus and it takes intention.  We are focusing on this in 2026. 

    4. Share

    Goals grow stronger when they are shared. Whether it’s with a colleague, a team, a coach, or a trusted friend, articulating your intentions out loud builds accountability and clarity.

    Sharing also invites support. You don’t have to carry the year alone—and you shouldn’t.

    In fact, with our Doer2Leader (D2L) leadership training, everyone picks an accountability partner so they are sharing their goals and sharing their progress throughout the six month program. 

    We have three groups starting this month and have a spot or two left for more- email us to set up a call to talk about your need!

    5. Calibrate Regularly

    Finally, remember that the year is not a straight line. Starting strong matters, but recalibrating regularly matters more.  Every year will no doubt require pivots. 

    Build in moments—monthly or quarterly (we like to do it quarterly)—to revisit your reflections, plans, and priorities. Ask what’s working, what’s shifting, and what needs adjustment. Calibration keeps you aligned as conditions change.

    Starting the new year right isn’t about perfection or pressure. It’s about clarity, intention, and disciplined follow-through. When you reflect honestly, plan deliberately, simplify courageously, share openly, and calibrate regularly, you create a year that is not just busy—but meaningful.

  • How Employers Can Support Veterans in the Workforce

    How Employers Can Support Veterans in the Workforce

    As we honor Veterans Day, it’s important to remember that showing appreciation for service members goes beyond words. It’s about action. Employers play a vital role in helping veterans transition to civilian careers, thrive professionally, and feel valued for their unique experiences and skills.

    Here are practical ways organizations can support veterans year-round:

    1. Create a Veteran Hiring Strategy

    Employers can make a real impact by partnering with veteran-focused organizations—such as Still Serving Veterans—to promote the hiring of those who have served. These partnerships help connect businesses with qualified candidates while ensuring veterans are supported throughout their transition.

    Employers should also take time to understand how military experience translates into civilian roles. For example, leadership in a military setting may align with project or operations management; logistics coordination in the service often mirrors supply chain or planning positions. By recognizing and articulating these transferable skills, employers can open doors to talented, mission-driven professionals ready to thrive in new careers.

    2. Offer a Smooth Transition Process

    Transitioning from military to civilian work can be challenging, as the expectations and culture of the civilian workplace often differ greatly from military life. In the service, roles, communication, and hierarchy are typically very structured and clearly defined. Civilian workplaces, on the other hand, may have more flexibility, less formal communication, and varying approaches to leadership and accountability.

    Employers can ease this adjustment by providing onboarding programs or mentorship opportunities that pair veterans with experienced employees—ideally, other veterans who’ve made the transition successfully. Mentors can help explain workplace norms, provide guidance on professional communication styles, and clarify unwritten expectations that might not be immediately obvious. This kind of support helps veterans feel confident, connected, and set up for long-term success.

    3. Provide Training and Career Growth Opportunities

    Veterans bring discipline and adaptability, but they may need support translating their military experience into corporate advancement. Offer skills development programs, leadership training, and clear pathways for promotion. When employers invest in their growth, veterans can quickly become some of the most capable and committed leaders within the organization.

    4. Recognize and Celebrate Service

    Honor Veterans Day with meaningful gestures, such as hosting recognition events, sharing veterans’ stories internally, or supporting veteran-focused charities. Recognition fosters inclusion, respect, and a deeper sense of belonging. These actions show that your company doesn’t just value veterans for their skills—but for their service and sacrifice as well.

    5. Support Mental Health and Work-Life Balance

    Many veterans face unique challenges as they adjust to civilian life, including post-traumatic stress, reintegration stress, or difficulty finding a new sense of purpose after leaving the military. Employers play a crucial role in fostering an environment that supports both mental health and overall well-being.

    Start by ensuring that mental health benefits are accessible, confidential, and clearly communicated to all employees. Offering an Employee Assistance Program (EAP) can provide veterans and their families with free, confidential counseling and referrals for mental health, financial, and personal concerns. Flexible scheduling options can also make a meaningful difference, allowing veterans to attend medical appointments or take personal time when needed, without stigma.

    Just as important, organizations should work to create a culture of openness and understanding, one where employees feel safe discussing challenges or seeking help. Training managers on how to recognize signs of stress and respond with empathy can help foster this culture.

    Partnering with veteran-focused organizations (remember Still Serving Veterans or similar local groups) can also be incredibly beneficial. These organizations can provide employers with education, resources, and guidance on how to support veteran employees effectively, as well as connect veterans to specialized services that promote resilience and recovery.

    When employers take a proactive, compassionate approach to mental health, they not only help veterans succeed but also strengthen trust, retention, and morale across the entire organization.

    Supporting Veterans: Good for People, Good for Business

    Supporting veterans isn’t just good citizenship, it’s good business. Veterans bring leadership, resilience, and a mission-driven mindset that enrich workplace culture and performance.

    This Veterans Day, let’s move beyond “thank you for your service” and take meaningful action. By creating inclusive hiring practices, offering smooth transitions, supporting mental health, and partnering with veteran organizations, employers can build workplaces that truly honor and empower those who have served.

    When we invest in veterans, we invest in stronger teams, stronger companies, and stronger communities.

  • Should I Let My Employees Have Side Gigs?

    Should I Let My Employees Have Side Gigs?

    Three people work with me full-time. All three have side gigs. Two are adjunct instructors at local universities. One writes résumés. Another picked up a gig I once had but didn’t want to do anymore. She was skilled in the area and enjoyed the extra income.

    The side gigs they have are in adjacent spaces to our business. They are able to share their expertise, make connections, and help themselves and others grow while they earn extra income.

    Why I Support Side Gigs

    Some people think I’m crazy for “allowing” this. I don’t just allow it. I support it and encourage it. Their side work has never interfered with delivering on our clients’ needs. Never, not once.

    In fact, the way we work makes supporting side gigs easier. It does not matter when or where the work gets done as long as client needs are met. That is harder to pull off in environments that require standard hours and physical presence. But I would argue that banning side gigs actually hurts morale. If people really want or need to do outside work, they will. They will just keep it hidden, which only diminishes trust and weakens culture.

    What Leaders Should Do

    So what should you do as a leader when you have full-time employees with pursuits outside of what you pay them to do?

    • Talk openly about their interests and pursuits outside of work. This includes side gigs, hobbies, and family-related commitments. Ask about what matters to them and encourage holistic development. No one can get everything they need out of their “day” job.

    • Talk openly about compensation and salary needs. You may not always be able to pay more, but being supportive when someone wants to drive a few Uber routes, Airbnb their home, sell art or jewelry, or teach a class helps foster open communication and trust. Life is expensive, and for many people multiple streams of income are a necessity.

    • Handle it directly if it becomes a problem. If tasks are not getting completed, deadlines are missed, or presence is required and not met, sit down one-on-one and discuss performance. Reiterate or set clear expectations and allow the person the autonomy to meet them. Avoid ultimatums about quitting side work. This approach holds true not only with side gigs but also with personal issues that may impact performance.

    • Be clear about your organization’s standards. Define what counts as competitive work. Communicate that taking competitive work or soliciting it for personal benefit is off limits. Side gigs in adjacent spaces can be acceptable, but if the organization offers the service, the organization—not the individual—owns that work.

    Keep the Conversation Going

    Sometimes the lines are not clear. For example, there is a difference between:

    • An electrician employed by an electrical company doing side jobs without routing them through the employer, and

    • A firefighter who is also a certified electrician and takes residential electrical work on days off.

    If the lines are blurry, talk about it. If you are already open about side gigs, it is much easier to have honest conversations when gray areas arise.

    At the end of the day, supporting outside pursuits builds trust, morale, and culture. People bring their whole selves to work. When we acknowledge that, we all grow.

  • What Employers Need to Know About the Big Beautiful Bill

    What Employers Need to Know About the Big Beautiful Bill

    On July 4th, the President signed into law the “One Big Beautiful Bill Act” (BBB), a massive budget reconciliation measure aimed at providing major tax cuts, stimulating the economy, expanding funding for defense and border protection, cutting certain social welfare programs, and raising the national debt ceiling. At nearly 900 pages, there’s a lot to digest. What follows is our interpretation of key provisions as they relate to employers.

    Tax Cuts for Employees and Employers

    As we understand it, these deductions are temporary, starting in 2025 and expiring after the 2028 tax year.

    • Overtime Wages:
      Employees who earn “qualified overtime” can deduct up to $12,500 for single filers or $25,000 for joint filers. Qualified overtime is defined under the Fair Labor Standards Act (FLSA). These deductions phase out for employees earning over $150,000 (single) or $300,000 (joint). Our understanding is that employers will need to track qualified overtime separately and report it on W-2s, although tax withholding procedures remain unchanged.

    • Tipped Wages:
      Employees can deduct up to $25,000 in “qualified tips” received in jobs that customarily receive tips prior to December 31, 2024. This deduction also phases out based on gross income. It appears that employers must continue reporting tips separately on W-2s, consistent with current requirements.

    • 1099 Contractors:
      The reporting threshold for payments to independent contractors increases from $600 to $2,000. (Are your 1099 employees misclassified? We talk about that here.)

    Changes to Benefits Programs

    • Dependent Care FSAs:
      Maximum contributions increase from $2,500 to $3,750 for single filers and $5,000 to $7,500 for joint filers. Employers are not required to adopt the new maximum, but doing so may enhance employee benefits. From our perspective, if employers choose to increase limits, plan documents should be updated with the plan administrator.

    • Paid Family and Medical Leave (PFML):
      Tax credits for PFML are now permanent. The employment period for eligibility is reduced from 12 months to 6 months, with a minimum of 20 hours/week worked. Employers required to provide leave under state/local laws can still claim credits for leave provided beyond those requirements. In our reading, the bill offers two calculation methods for the credit:

      1. As a percentage of wages paid to qualified employees during leave.

      2. As a percentage of total premiums paid or incurred for insurance covering PFML, regardless of whether leave was used.

    • Telehealth Services:
      Employers can continue to offer telehealth under HDHPs without imposing a deductible for employees or eligible dependents.

    • Employer Student Loan Payments:
      The tax exclusion for employer contributions toward student loans up to $5,250/year is now permanent. Inflation adjustments begin after the 2026 tax year. Employers should update payroll and accounting systems accordingly.

    • Relocation Expenses:
      The temporary elimination of moving expense deductions and tax-free employer reimbursements (from the 2017 Tax Cuts and Jobs Act) is now permanent.

    Immigration Compliance

    The BBB provides significant funding for ICE, which likely means:

    • More frequent and rigorous I-9 audits.

    • Increased scrutiny of hiring and retention practices for foreign workers.

    Our recommendation, based on this understanding, is that employers should conduct thorough I-9 audits, ensure all staff completing I-9 forms are trained, and consider using the Federal E-Verify system if not already doing so.

    Final Thoughts

    The Big Beautiful Bill introduces substantial changes that directly impact employers, from tax deductions and benefits program enhancements to stricter immigration compliance requirements. From our perspective, employers who proactively update policies, train staff, and adjust payroll systems will be better positioned to leverage the benefits while maintaining compliance.

    This is a complex, evolving area. Our intent here is to share our understanding and interpretation, not legal or tax advice. We encourage employers to consult directly with legal, tax, or benefits professionals to determine how these provisions apply to their specific situation.

  • Immigration and the Workforce: What History Tells Us and Why It Matters Now

    Immigration and the Workforce: What History Tells Us and Why It Matters Now

    The debate over immigration is far from new. While its political profile has intensified in recent years, immigration policy has shaped the American workforce since the country’s founding. For businesses today, whether in manufacturing, healthcare, technology, or the service sector, understanding this history isn’t just interesting context. It’s key to making sense of labor market dynamics, talent access, and long-term operational resilience.

    A Brief History of U.S. Immigration Policy

    Naturalization Act of 1790
    This first federal law to define citizenship limited it to “free white persons” of good moral character who had been in the country for at least two years and pledged allegiance to the U.S. Children under 21 gained citizenship through their parents.

    1800s: Expansion, Exclusion, and Labor Demand
    As the U.S. expanded westward and industrialized, demand for labor grew. Immigration policy reflected this, welcoming those deemed “morally fit” and economically useful. At the same time, exclusionary laws were enacted, particularly targeting Chinese immigrants, reflecting both racial prejudice and economic anxiety.

    Early 1900s: Quotas and Cultural Clashes
    Immigration began to shift from Northern and Western Europe to regions like Southern and Eastern Europe, prompting cultural tension. The Great Depression further fueled anti-immigrant sentiment, and the U.S. moved toward a quota-based system, limiting both the number and origin of immigrants.

    Post-War Adjustments and the 1965 Immigration and Nationality Act
    Mid-century reforms allowed for exceptions like war brides, refugees, and family reunification. The 1965 Act marked a major shift, prioritizing family-based and employment-based immigration, and officially ending race-based quotas.

    Modern Era: Enforcement and Employer Accountability
    Since 1965, immigration policy has focused on regulating entry through family ties and job sponsorship, while increasingly emphasizing border control and employer accountability through programs like E-Verify, H-1B caps, and DACA.

    The Workforce Today: How Immigration Policy Shapes Business Reality

    Fast-forward to the present, and immigration continues to play a pivotal role in workforce strategy. But today’s policies present significant challenges across industries and regions.

    Labor Shortages: A Structural Workforce Problem

    Today’s labor shortages aren’t a short-term post-pandemic hiccup. They reflect deep, long-term trends. Businesses across the economy are contending with:

    1. An Aging Population and Declining Birth Rates

    Over 10,000 baby boomers reach retirement age daily, but the next generation of workers isn’t large enough to replace them. Decades of declining birth rates have compounded the issue, shrinking the overall working-age population. This imbalance is especially painful in sectors that rely on experience and tenure, such as healthcare, education, and the skilled trades.

    1. Low Labor Force Participation

    Even with job openings at record highs, many prime-age adults (25–54) have exited the workforce due to caregiving responsibilities, health issues, or lack of training. As of mid-2025, labor force participation still trails pre-2008 levels, an economic signal that the problem is structural, rooted in long-term demographic and economic shifts, not cyclical fluctuations tied to short-term economic ups and downs.

    1. A Shortage of Specialized Skills

    The U.S. education and training pipeline is failing to keep pace with demand in tech and automation, emerging sectors like AI, cybersecurity, and clean energy, and trades and vocational fields (electricians, machinists, nurses). Immigration used to serve as a release valve, allowing companies to source specialized talent globally. But now, employers face caps, processing backlogs, and legal uncertainty, often losing talent mid-process.

    Policy Uncertainty and Compliance Pressures

    Immigration policy in the U.S. is often reactive and politically charged. Frequent shifts—executive orders, court rulings, and congressional stalemates—make it difficult for businesses to plan ahead or invest confidently in global talent strategies.

    Even companies that don’t sponsor visas are affected by I-9 audits, E-Verify mandates, and enforcement crackdowns. These increase compliance costs and risks, especially for small and mid-sized businesses, diverting attention from growth and innovation.

    Why This Matters Now: Economic Growth at Stake

    The U.S. has always relied on immigrants to build, grow, and adapt its economy. Immigrants are not only vital contributors to the workforce, they are entrepreneurs, innovators, and consumers. Restrictive and outdated immigration policies don’t just block workers, they block progress.

    Without strategic reform, industries will continue to struggle with talent shortages, wage inflation, and stalled innovation. Immigration policy must align with workforce realities, not hinder them.

    It’s critical that we reframe immigration not as a political flashpoint, but as a business and economic necessity. Employers, industry leaders, and policymakers must recognize that global talent is not a threat—it’s a competitive advantage. Immigration policy must reflect the real needs of the modern workforce.

    How are today’s immigration policies limiting your organization’s ability to grow, compete, and innovate?