If The Crown taught us anything, it’s that the late Queen Elizabeth II lived a life radically different from us normals. But some queens are a bit more relatable: All hail the HR queen, Jha’nee Carter.

Social media is making it easier for employees to understand the workplace, according to Carter, who says her accessible and engaging content at @_thehrqueen helps to “humanize HR” and explain the why behind some baffling employee policies and procedures.

“A lot of employees are not educated on the different types of things that go into running a business,” said Carter. “So, that’s also part of my…content: educating people so they understand the HR perspective.”

The HR go-between. Carter is using her previous work experience overseeing operations, administration, and HR at prominent law firms to help demystify workplace policies to her almost 170,000 followers on TikTok and almost 150,000 on Instagram. She is one of the first Black female influencers in the HR space, and brings a unique perspective to a job function that’s still overwhelmingly white.

“I believe that sharing knowledge and insight on various HR topics can really help [followers] better understand their rights and responsibilities, advocate for themselves, and then create a positive change in the workplace,” she said.

Her advice isn’t just for employees. As her popularity grew, Carter said, some of her content has evolved to help managers and leaders train, develop, and grow their employees, “so there isn’t a large line between us and them.”

Managers and HR leaders need to be on social media to see what employees are facing and what issues they’re raising, she said.

Free from Big Law’s reign. Now Carter is doing this work full-time, but it wasn’t until leaving Big Law that she felt comfortable sharing more of herself online.

Keep reading.—AD

We’ve been talking a lot about workcations recently—maybe we’ve got wanderlust.

And by the looks of some new legislation, the governments in some exciting international destinations are hoping that remote workers are itching to travel, too.

Where in the world? In January, Spain became one of the latest countries to offer visas to remote workers. Digital nomad visas allow remote workers to temporarily live and work from a foreign country. Under the new Spanish program, visa applicants need to prove that they’ve worked for their current company for at least three months, and that their job can be done remotely, according to The Next Web. Applicants must also earn at least $28,000 a year, or double the Spanish minimum wage. That income requirement increases if workers are bringing their spouse or children along.

In March, Colombia also announced a digital nomad program in an attempt to welcome international workers, according to Thrillist. It might be a better bet for US workers than European options, as the country has the same time zones. Workers using the visa can stay in Colombia for up to two years and must provide proof of employment and an income that is at least three times the minimum wage.

Spain and Colombia are just the latest in a trend that Estonia started in 2020. From Croatia and Greece, to Barbados and Dubai, workers who want to escape the US for a year or two have plenty of options.

Satellite view. Regardless of the laws in these countries, it’s important that employers understand the sometimes complex implications of having an employee with a digital nomad-style visa.

Keep reading.—KP

Welcome to our regular HR advice column, Ask a Resourceful Human. Here to answer all of your burning questions is Massella Dukuly, the head of workplace strategy and innovation at Charter, a future-of-work media and research company that aims to transform the workplace. Dukuly has trained over 10,000 leaders at startups and global enterprises, including Squarespace and the New York Times. Download Charter’s latest free playbook Keeping Culture at the Center here.

What are best practices for handling downsizing in a way that offers dignity to the individual and keeps former employees engaged after their departure? And what is the best approach for communicating with the remaining employees?

The discomfort of downsizing can push some leaders into a logistics mindset. How will we do this? When will we do this? Essentially, how painless can we make this process?

Painless is perhaps not realistic. Even when layoffs are done well, they still suck, and laid-off employees typically won’t be shy about sharing their experiences.

But humane layoffs are possible, as is supporting your remaining team.

Messaging. How you talk about downsizing is key. While your CEO will be responsible for layoff messaging to the wider organization, they need your support. Your job, as a leader on the people team, is to ensure any messaging from your CEO or from anyone else communicates empathy and compassion. I have seen the consequences of not doing this and trust me, it’s not pretty. One wrong sentence can backfire.

Keep reading.—MD

Today’s top HR reads.

Stat: 62% of non-managers work exclusively onsite, while only 45% of managers do. (Axios)

Quote: “It’s no fun at all. It’s painful. The company’s…going to go bankrupt…if we do not cut costs immediately. This is not a caring/uncaring situation. If the whole ship sinks, then nobody’s got a job.”—Elon Musk, on laying off around 80% of Twitter’s employees since taking the social media giant private (BBC)

Read: These consultants are helping companies navigate the tricky waters of RTO. (the New York Times)