So you want to fill a position in your organization and your recruiter has asked you to submit a job description…now what? Ideally, your organization will have already created job descriptions for similar positions that you can tweak to fit the needs of your position specifically. However, this may also be the first time your organization has hired for this particular type of position in which case you may be starting from scratch. In either case, following these guidelines when approaching the task of writing out a job description will help you to establish a relevant and comprehensive job description your recruiter can use to find the right fit for the role.

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.

Employee engagement surveys, sometimes called employee satisfaction surveys or employee feedback surveys, can be a great tool for leaders to understand employee viewpoints on a variety of organizational aspects. Before an organization launches an employee engagement survey it is important to understand the pros, cons, and things to keep in mind when seeking to determine a level of engagement by asking for your employee’s opinion.

A client recently came to me to as her HR Consultant to let me know that she was going to be having twins through surrogacy and wanted to discuss the short term disability benefits that she would receive as a result of having a child. As a human resources professional, I provided her with a straight forward response – you will not receive short term disability insurance if you are not physically having the baby yourself, as short term disability benefits are a result of a medical condition, childbirth for example, that prohibits you from physically doing your job. After talking through this with her further, we moved on to discuss the differences between the company’s medical leave policy that specifically referenced childbirth (this particular organization does not offer FMLA) and parental leave policy, which offered four fewer weeks of leave than the medical leave policy. This particular employee’s frustrations were around one single question: Why am I offered less leave for the adoption of a child than if I had given birth – I still have an infant to take care of? I realized through conversations with my colleagues that parents who adopt children often have this same frustration and do not understand why they are not offered the same leave benefits as employees who give birth to a child. We are seeing more and more organizations developing leave benefits for employees that take adoption into consideration; while this does not necessarily provide equal benefits to adopting parents, it does provide them with significant benefits that were not previously provided to them. Below is a comparison of leave benefits that may be available to a new parent who is either adopting or giving birth to a child.

As you manage an employee through the progressive discipline process, your ultimate goal is focused around offering the employee as many opportunities as possible to improve performance in order for him or her to have a successful career at your organization. Performance feedback conversations, written warnings, and performance improvement plans are some of the tools used to give the employee an opportunity to improve and the resources to achieve a successful result and ultimately meet the expectations of the organization. Unfortunately, there may come a time in your career where your efforts to manage performance do not result in the desired outcome and you find yourself asking “now what?”