EMPLOYEE RELATIONS

Is HR your 'manager complaint department'?

08/13/2017
HR people realize it’s part of their roles to help supervisors deal with employee issues. But what should HR do with managers who go overboard, reflexively dumping even the smallest of their employee concerns and complaints onto HR?

7 things leaders should never say

08/13/2017
Dave Kerpen, the author of Likeable Leadership, suggests what top managers (including execs and HR professionals) should never say in the workplace.

Prepare to defend against every lawsuit, even the ones that are obviously weak

08/09/2017
Defending against lame lawsuits is just a cost of doing business. Sometimes, you have to spend the time and money even when it’s clear you haven’t done anything wrong.

What to do if you suspect workplace thievery

07/27/2017
Fraud prevention experts believe in the 10-10-80 rule: 10% of employees never steal, 10% do, the rest will go either way depending on the circumstances.

Google HR: Pay 'unfairly,' give freedom & meaning

07/27/2017
Laszlo Bock, the former senior VP of people operations at Google and author of the book Work Rules!, helped grow Google’s workforce from 6,000 to 76,000 in the past decade. At the SHRM conference this summer, Bock offered these tips for HR.

10 steps to 'Millennialize' your recruiting and retention strategies

07/27/2017
Creating a more casual dress code and doing away with cubicles may help draw the attention of some younger job candidates. But real improvement in recruiting and retaining of Millennials must go deeper, focusing on helping people build trust and connection to their work.

Telecommuting: A search for equilibrium

07/20/2017
Even as the overall numbers of telecommuting employees rises, some companies are reconsidering their telecommuting policies. The fluid situation suggests that there is no one-size-fits-all policy that covers the who, how and when of telecommuting.

Details matter when documenting discipline

07/19/2017
Smart employers make sure they document—in advance—the underlying reasons for any disciplinary actions. When preparing documentation, be sure to provide all the details, especially if two employees committed arguably similar offenses but were punished differently.

Discipline calls for language that cites objective shortcomings, not editorial opinions

07/13/2017
When disciplining employees, try to stick to objective facts. For example, if a worker isn’t abiding by a dress code, state what rule she is violating. Keep the editorial comments to yourself.

Prepare to justify discipline occurring after employee complains about discrimination

07/13/2017
Simply put, a bad review all by itself isn’t usually grounds for a lawsuit in most cases. However, punishing someone with a bad review because they complained about discrimination may land you in legal trouble.

Bungled investigation may not sink defense

07/13/2017
Sometimes, investigations don’t go as planned. An employer can have good policies and the best of intentions and still make mistakes. Fortunately, that’s not necessarily the kiss of death for a workplace investigation. Just be prepared to clearly explain what happened.

Texas Supreme Court greenlights Bev Kearney's lawsuit

07/13/2017
The Texas Supreme Court has ruled that a long-simmering sex and racial discrimination lawsuit filed by former University of Texas women’s track and field coach Bev Kearney can proceed.

Never ignore any lawsuit

07/13/2017
Here’s a lesson for small employers that may be tempted to ignore legal pleadings, thinking there’s no merit to a worker’s claims. Doing so likely will result in a default judgment.

It's up to worker to ask about status of promotion

07/12/2017
In a win for employers, the 3rd Circuit Court of Appeals has ruled that an employee cannot wait years before suing about a promotion that never materialized.

Tell bosses not to gloss over performance deficiencies

07/12/2017
Some supervisors hate including negative feedback in performance reviews of good employees. But nearly everyone has some room for improvement. It’s up to HR to insist on accurate evaluations, including negative feedback when warranted.
1 2 3 4 ..........232 233 Next