As we wrap up January 2015, many organizations have closed out the 2014 end of year performance appraisal process. This year, more than ever, I’m hearing from clients that their evaluation process “just isn’t working”. Their feedback is that for the last several years we go through the same process and the results aren’t worth the effort.

If you’ve ever had a conversation with an HR professional, you’ve likely heard us go into detail about how important a positive onboarding experience is for your new hires. This is your organization’s chance to not only validate for the employee that they chose the right position/organization to join but to also energize them to help create an engaged and effective member of your team down the road.

Studies show that a healthy work environment help lead to both the overall health and well-being of individuals and higher engagement of your employees in the workplace. A respectful workplace can be defined by a number of qualities within your organization; example qualities include:

As an HR professional or a senior member of an organization that has conducted a reduction in force (RIF), you are well aware that it is a lengthy, meticulous, and difficult process. So much time and energy is focused on ensuring due diligence, determining what positions may be affected, preparing severance packages, planning for the separation meetings…you get my drift. It’s easy to get so caught up in focusing on the details that affect the employees who will be leaving the organization that appropriate attention isn’t always given to the employees who remain with the organization. Layoff survivors often feel a range of emotions that your organization needs to be prepared for including guilt, anxiety, sadness, stress and anger. The side effects of an organizational restructuring can be physical, emotional and psychological to your employees. So how do you best manage the staff that will remain with your organization after announcing that you’ve just laid off members of their team?

As a government contractor, there are what seem like endless and ever changing requirements that you must comply with. The Federal Acquisition Regulation (FAR) serves as a guidebook to government contractors and outlines the rules, regulations, and processes that must be followed by government contractors throughout the acquisition planning, contract formation, and contract administration processes when the government is purchasing (acquiring) goods and services. The FAR is easy to overlook as an HR professional as many of the regulations pertain to the contracts and finance departments within your organization; however, one aspect of the FAR that pertains to the Human Resource department of government contractors is the Contractor Code of Business Ethics and Conduct[1].

With the dawn of health care reform and the increased focus on regulation and cost control, it has never been more important for employers to have a good insurance broker to help navigate the logistics and best practices surrounding benefits administration. But, not all brokers are created equal.