Every Employee has a Story

Every employee has a story. We say that as if it’s simple, but the truth is, most stories are not neat or easy. They’re jagged, heavy, and often hidden beneath the surface where no one at work bothers to look.

Think about the woman who shows up on time every single morning, her hair done, her smile rehearsed. No one knows she cried in the bathroom before her shift because her eviction notice came last week and she doesn’t know where her children will sleep. Her timecard won’t reflect that. Her personnel file won’t hold the sound of her sobbing, muffled so her kids wouldn’t hear. To her employer, she’s just “dependable.” To herself, she’s barely hanging on.

Think about the man who’s been labeled “unreliable.” He misses shifts sometimes. What no one knows is that he spends nights sitting in an ER waiting room with his sick father. He doesn’t talk about it because he doesn’t want pity. The only story his boss knows is the absence, not the love, not the fear, not the quiet endurance of a son who refuses to leave his father alone in the dark.

Think about the young employee who flinches when someone raises their voice. Everyone says she’s “too sensitive.” What they don’t know is that she grew up in a house where shouting always came before violence. Every time a manager yells, she feels her body return to that place, no matter how hard she tries to outgrow it. Her coworkers see a weakness. What I see is survival.

And what about the ones who don’t even make it into the story? The ones who leave quietly, whose desks are cleared out before anyone bothers to ask why. People assume they “found a better opportunity.” But the truth is often darker: they were broken down by neglect, crushed by indifference, silenced by a culture that made them feel like nothing they said would matter. Their stories end in silence, erased from the workplace the way people erase words from a page.

I can’t pretend I don’t carry my own story into this. I know what it’s like to feel unseen, to feel dismissed, to fight against powerful people who thought they could define me. I know the weight of discrimination. I know the anger of watching injustice be brushed aside as if it were nothing. I know the exhaustion of trying to hold on to your dignity when people in power treat you like you don’t matter. Those moments carve themselves into you. They never really leave.

And once you’ve lived that, you can never again look at another person as just “an employee.” You start to notice the cracks in their voices. The way someone’s eyes glaze over in meetings because they’re somewhere else in their head, maybe replaying a fight with their spouse or worrying about how to pay the next bill. You start to see that most of the people around you are carrying heartbreak that never makes it into polite conversation. And you wonder how much of it will ever be acknowledged before it’s too late.

We talk about “compliance,” about “policies” and “procedures,” but what we’re really talking about, or should be talking about, are people’s lives. Behind every handbook is a human being who once lost something because protections weren’t there. Behind every regulation is a memory of someone who was mistreated, overlooked, or left vulnerable. These rules exist because someone suffered, and someone finally said, never again. But still, too often, we forget.

I think of the quiet tragedies that play out in workplaces every day. The mother who loses her job because she needed too much time off for chemo appointments. The young man who quits after a racist comment was brushed aside as “just a joke.” The employee who takes their life because the weight of humiliation, silence, and pressure became unbearable. Their names are not remembered at board meetings. Their stories aren’t told in quarterly reports. They vanish, except for the ripples of grief left behind in their families, in their communities, in the hearts of the people who loved them.

And maybe that’s what devastates me most is how easy it is to erase someone’s story when it becomes inconvenient. How easy it is for a leader to say “we had to let them go” without ever saying why, without ever admitting what really broke that person down. How easy it is to treat people as numbers, forgetting that each one of them carries a history filled with scars and fragile hopes.

Every employee has a story. Some are stories of resilience, of people who keep going no matter what. Some are stories of deep hurt, of people who gave everything and were left with nothing. Most are a mixture of both. But what’s gut-wrenching is how many of those stories never get seen, never get honored, never get protected.

I don’t have the answers for all of it. But I do know this: if we want workplaces, and lives, to mean something, then we have to start looking deeper. We have to start listening. We have to stop labeling people as “lazy” or “difficult” and start asking what they’re carrying. We have to remember that humanity doesn’t stop when the workday starts.

Because in the end, a job is not just a job. It’s the place where people spend most of their waking hours. It’s where they carry their grief, their exhaustion, their love, their dreams. It’s where their stories unfold in real time, whether anyone notices or not.

And I can’t stop asking myself: how many of those stories are breaking right now while nobody sees? How many people are walking into work today smiling on the outside and dying on the inside? How many tragedies will be disguised as “performance issues,” how many heartbreaks will be written off as “bad fit,” how many lives will be dismissed as replaceable?

Every employee has a story. And some of those stories will break your heart if you let yourself truly hear them. But maybe that’s the point. Maybe we need our hearts broken, over and over again, until we remember that people are not disposable. Maybe the only way to build a world worth working in is to never forget that every person we pass has a story, fragile, painful, resilient, and real.

The only question is whether we choose to see it.

Click to Apply. Stay for the Illusion.

We are constantly bombarded with headlines about the state of the workforce. “Unemployment is up.” “No one wants to work.” “Companies are desperate for talent.” And yet, thousands of job seekers are applying to roles that were never meant to be filled in the first place.

Let that sink in.

We are living in a strange contradiction. Job seekers are doing everything right. They are applying, tailoring their resumes, sending follow-ups, and still hearing nothing. Meanwhile, companies continue to post roles online with no intention of hiring. Whether it is to collect resumes, fulfill legal obligations, create an illusion of growth, or keep their brand visible, the result is the same: people are being misled.

This is not just an inconvenience. It is harmful.

The Domino Effect of Misleading Job Listings

When companies keep job postings active for show, it causes a ripple effect that hits both sides of the labor market. First, it artificially inflates the appearance of opportunity. It gives the illusion that roles are available, that growth is happening, and that help is on the way.

In reality, the existing team is often stretched thin. Employees are juggling multiple job descriptions. A coordinator is filling in for a vacant manager. A receptionist is doing HR work. An office assistant is handling payroll. These are not strategic moves. These are bandaids placed over open wounds that leadership refuses to acknowledge.

So what happens?

Burnout rises. Morale drops. Teams fall apart. And while all of this is happening internally, the company still looks like it is hiring from the outside. It is not.

The Public Messaging Problem

One of the most damaging parts of this trend is the impact it has on public perception. Companies cry out for talent. They say nobody wants to work. Politicians use these job listings to build talking points about a lazy workforce or an economic recovery. But behind closed doors, those “now hiring” signs are not connected to onboarding schedules or interviews. They are connected to image control.

When a company says it cannot find workers but has no recruiters reaching out and no plans to fill roles, that is not a hiring crisis. That is a leadership issue. And it leads to a dangerous cycle where people blame the wrong things.

Job seekers start doubting themselves. They wonder why they are not getting interviews. They assume they are underqualified. In reality, they may have applied to dozens of jobs that were never going to be filled. Their time and energy are wasted. Their motivation takes a hit.

And for those still inside the company? The pressure builds. They are doing extra work, staying late, skipping breaks, and covering for “ghost roles” that will likely never be replaced.

What Companies Need to Understand

There is a difference between building a pipeline and giving people false hope. There is a difference between being proactive and being deceptive.

Keeping job listings open with no plan to hire may seem harmless to leadership. But it creates real consequences for real people. It damages trust in the hiring process. It pushes good candidates away. And it contributes to an already fragile labor market filled with tension, misinformation, and frustration.

If a company is not actively hiring, they should not be actively posting. If they are unsure when a role will be filled, they should be transparent about that. If they need help managing multiple roles under one title, they should start by looking inward instead of placing the burden on overworked staff and misled applicants.

At Stratum Labor Consulting, We Call It Out, and Help Fix It

This is why we do the work we do. We speak up for employees, job seekers, and the HR professionals caught in the middle of a system that often rewards appearance over action. We have seen the harm that misleading job practices can create both for the people applying and for the organizations struggling to keep up behind the scenes.

We also know leadership is under pressure. We understand that staffing challenges, limited budgets, and shifting priorities can make it difficult to operate efficiently. That is why our goal is not to criticize from the sidelines. Our mission is to partner with decision makers to bring clarity, structure, and support to the hiring process.

We have been on both sides. We know what it feels like to apply with hope and hear nothing back. And we also know what it feels like to manage a team stretched thin, trying to do the work of three roles while staying afloat.

It is not sustainable. It is not fine.

It is time to rethink how job postings are used. It is time to hold space for honest conversations around staffing. And it is time to move away from using job listings purely as tools for image, funding, or compliance.

People deserve honesty. Teams deserve real support. And leadership deserves the tools and guidance to make it happen.

Stratum Labor Consulting is here to help build that bridge.

Misconceptions About the EEOC and the New Administration

In the wake of political transitions, it is common for misinformation to spread about how federal agencies like the Equal Employment Opportunity Commission operate. The EEOC plays a critical role in enforcing anti-discrimination laws, and with each change in administration, many assume its mission or structure dramatically shifts. The truth is more stable than the headlines suggest.

One of the biggest misunderstandings is the belief that the EEOC is directly controlled by the White House. In reality, the EEOC is an independent federal agency. It does not report directly to the president, and its leadership does not automatically change with a new administration. Commissioners serve staggered terms, meaning that the makeup of the commission is often a blend of appointments from multiple administrations. This structure protects the EEOC from political whiplash and allows for more consistent enforcement of civil rights laws.

A major concern that has surfaced recently is whether the EEOC still protects LGBTQ employees. Some believe the agency has backed away from enforcing those rights. That is false. The EEOC continues to enforce Title VII protections, which prohibit discrimination based on sex. This includes sexual orientation and gender identity, as affirmed by the Supreme Court in the landmark Bostock v. Clayton County decision in 2020. No administration can simply reverse a Supreme Court ruling. Any real change would require legislation or a new court decision, not political opinion.

Another misconception is that the EEOC is targeting diversity programs or working to dismantle affirmative action in the workplace. This idea likely stems from the Supreme Court decision in 2023 that struck down race-based affirmative action in college admissions. However, that ruling does not apply to private employers in the same way. The EEOC still permits diversity, equity, and inclusion programs, as long as they are voluntary and do not create discriminatory practices in reverse. What we are seeing now is not a crackdown on DEI but rather a review to ensure companies are not overcorrecting in ways that violate Title VII. This is not a new rule. It is a reflection of the agency doing its job: ensuring compliance across the board.

Some also believe the EEOC has stopped taking discrimination claims seriously. The data proves otherwise. In 2024 alone, charge filings increased significantly, especially in the areas of retaliation, disability discrimination, and sexual harassment. While the agency may shift some of its enforcement focus, like paying more attention to religious accommodations or free speech issues, its core function remains unchanged. Discrimination is still illegal. Employers are still accountable. And the EEOC is still investigating and enforcing the law.

Lastly, there is a rumor that the EEOC is being defunded or shut down altogether. That is not true. The agency remains fully operational and, in fact, received increased funding from Congress to reduce case backlogs and expand digital access. The idea that it could be dismantled by executive order is inaccurate. Any attempt to eliminate the EEOC would require legislative action, and no such bill is currently in motion.

What often changes between administrations is not the law itself, but the narrative. Priorities may shift. Language may evolve. Certain topics may be highlighted more than others. But the EEOC’s authority is rooted in federal law—the Civil Rights Act, the Americans with Disabilities Act, the Age Discrimination in Employment Act, and others. These laws are still in effect. The agency’s role is to enforce them regardless of political winds.

For employers and employees alike, understanding this structure matters. It prevents confusion, reduces fear, and helps everyone stay focused on compliance, fairness, and real protections. If you are unsure about what the EEOC currently prioritizes, or if you need help aligning your workplace policies with federal law, Stratum Labor Consulting is here to help.

Starting a Nonprofit: The Mission is Not the Only Battle

Starting a nonprofit is one of the most powerful commitments a person can make. It often begins with a deep sense of purpose, a personal connection to a cause, or a clear need you have witnessed in your community. The mission drives everything. It is the reason people show up without pay, give up weekends, and pour their energy into something that may not bring financial return. But what many founders learn quickly is that the mission alone is not enough. Starting a nonprofit is not just about passion, it is about paperwork, structure, patience, and pressure.

In the beginning, it is exciting. You choose a name. You envision the impact. You imagine the people you will help and the community that will benefit. But then reality settles in. You need to incorporate your organization. You need to register with your state. You need to create bylaws, form a functioning board, and apply for tax-exempt status. The learning curve is steep. The forms are tedious. The requirements are strict. It is not just about what you want to do, it is about proving you are capable of doing it legally and responsibly.

One of the first major hurdles is building internal structure. Most new nonprofit founders underestimate how much infrastructure is needed before operations even begin. You cannot just start accepting donations. You need clear fiscal policies. You need a separate business account. You need to track restricted and unrestricted funds, and you must be able to prove how every dollar was used. Without that, you put your tax-exempt status at risk before your work even takes off.

Then there is the board. On paper, every nonprofit must have one. But in practice, your board should be more than just names listed to meet a requirement. Board members must understand their legal responsibilities, including financial oversight, compliance, and governance. They must be involved, accountable, and aligned with the mission. If they are not, the nonprofit will suffer. Leadership structure is not a suggestion, it is the backbone of the organization.

Many founders also do not realize how much employment structure matters, even if you are the only person involved. If you plan to grow, apply for grants, or take on volunteers or part-time staff, you must have written policies. That includes a handbook, job descriptions, codes of conduct, anti-discrimination policies, and clear procedures for handling complaints and conflicts. Without them, your nonprofit is vulnerable to lawsuits, miscommunication, and damaged credibility.

Audits are another hidden challenge. Many new nonprofits think audits are only for large or well-funded organizations. That is not true. If you receive over a certain amount in government or grant funding, you are required to undergo an audit. If your records are not in order, or if your policies do not align with your actual practices, you may lose funding or even be required to repay it. And once you have failed an audit, it becomes part of your public record, which can harm your chances of future support.

And then there is burnout. Starting a nonprofit is emotionally draining. You are expected to be the founder, the fundraiser, the HR department, the bookkeeper, and the public face of the mission all at once. You are dealing with people who need help, slow systems, and regulations that do not always make sense. It is easy to lose energy and motivation when it feels like the barriers outweigh the progress. That is when good structure saves you. When your systems are solid, your policies are clear, and your documentation is in place, you can step back without losing control.

The truth is, building a nonprofit is not easy. It is not quick. It is not glamorous. But it is worth it. If done right, it can become one of the most impactful things you've ever done. The people you serve may never see the board meetings, the budget reports, or the compliance checklists, but the strength of your foundation is what allows your mission to reach them at all.

At Stratum Labor Consulting, we help new and growing nonprofits build that foundation. From developing internal policies and onboarding tools to reviewing handbooks, contracts, and operational systems, we give organizations the tools they need to stay protected, stay compliant, and stay focused on their mission. If you are starting a nonprofit and feel overwhelmed or unsure of the next step, reach out. We know what it takes to turn your mission into a movement that lasts.

FEDERAL AND STATE AUDITS

The Real Cost of a Poorly Managed Nonprofit Audit

Most nonprofits think of audits as a necessary routine. Something to get through. A box to check to keep funding secure and leadership confident. But when audits are poorly managed or treated like an afterthought, the consequences can be far more damaging than a bad review or a delayed response. A failed audit can put your entire organization at risk.

Many organizations do not realize how much ground an audit actually covers. It is not just about financial records or spending reports. Auditors look closely at your policies, employee files, handbooks, board governance practices, and internal controls. They are looking for consistency, structure, and evidence that your nonprofit knows what it is doing and is operating in good faith. When even one of those elements is incomplete or outdated, it can trigger more scrutiny than most nonprofits are prepared for.

If your nonprofit accepts federal funding and does not follow required federal guidance, you could lose future eligibility. If your restricted funds are poorly tracked, you may be forced to repay those amounts even if the money is already spent. If you skip internal audits or informal reviews throughout the year, the chances of failing an external audit skyrocket. And when you fail an audit, it becomes public record. Donors see it. Grantors see it. The community sees it. That kind of visibility can damage trust and make recovery even harder.

The penalties do not stop at lost funding. A poorly managed audit can also lead to IRS penalties, reputation loss, and in extreme cases, the revocation of your tax exempt status. Nonprofits that ignore their internal operations and treat compliance like an afterthought are putting everything they have built on the line.

If your nonprofit has not updated its handbook, reviewed employee files, or verified how policies are being enforced across teams, now is the time. Do not wait for an auditor to find the problem. Identify it first, fix it, and document your process. That alone can mean the difference between passing and failing.

Audits are not just a formality. They are a reflection of your nonprofit’s credibility. Treat them like a leadership tool and not just a paperwork burden. Funders do not just want to know you care about the mission. They want to see that you run your organization like it matters.

If you need support preparing for an audit, reviewing your internal documents, or simply getting organized before the next funding cycle, reach out. We help nonprofits get audit ready with policies that hold up under pressure and systems that make sense.

Verification > Trust

When I first got into HR, I believed trust was something you offered right away. A handshake, a smile, a strong resume. But over time, I learned that trust is not where you begin. It is something that grows from consistency, structure, and verification.

I once worked with a business that hired a manager based purely on how well they interviewed. No skill assessments. No deep background checks. Just a good feeling. Within a month, things started falling apart. Deadlines were missed, complaints rolled in, and the team dynamic shifted in a way that was hard to fix. It cost them time, money, and employees.

That experience stuck with me. It reminded me that trust without a foundation is just a gamble. If you want to build a strong team, you have to start with clear expectations, accountability, and follow-through.

For any business owner or leader, here is what matters. Create hiring processes that are repeatable and fair. Use proper documentation for policies and communication. Do not assume someone understands what is expected unless you have made it clear in writing. And when concerns come up, respond quickly and professionally with facts, not emotion.

At Stratum Labor Consulting, this is exactly what we help our clients do. We build smart systems to earn trust in your workplace, not assume it. We put structures in place that reduce risk, protect your people, and keep your business safe from unnecessary legal trouble.

Trust is important, but it cannot be based on hope. It should come from action, clarity, and verification every step of the way.

-STRATUM LABOR CONSULTING, LLC.