Over the course of my career in Human Resources, I have had the displeasure of terminating the employment of a number of employees. In other words: I have fired people. I have processed what is known as a Reduction-in-Force (RIF); conducted a group lay-off and have ended the employment of individuals who knowingly broke a policy or acted in such an egregious manner they had started to pack up their offices before I had ever walked in the room. While these types of terminations are a bit more obvious; on occasion, there have been terminations that were not quite as black and white.

While many organizations face financial cutbacks and a reduction in workforce, the staff that remains in place is being asked to do tasks that are not only outside of their job scope, but often times outside of their comfort zone. Add to that, the summer months are now exiting and Fall is making an entrance, along with its shorter days and longer nights, and the feeling that there are not enough hours in the day is a sentiment that is being expressed by many. Therefore, being asked to squeeze in just one more thing, is enough to drive some off the deep end. So, when flyers are posted and emails are sent out asking for volunteers for charitable causes, undoubtedly some ask out loud: “Who has time for that?” While others ask: “Where can I sign up?” Ask yourself, which one are YOU?

I recently started working with a client who has been using employment agreements with the entire employee population. I raised the question as to why they were using employment agreements instead of the traditional offer letter, which has led to discussions about why organizations use employment agreements and when it is appropriate to use them.

I was recently speaking with a young man that received an offer for a new employment opportunity. This new position would provide him with a significant increase in salary, as well as benefits and perks he had not received from his previous employers. However, before accepting the offer, the young man took the gamble of making a counter offer to the salary presented to him by the potential new employer.

As HR consultants, clients often approach us seeking guidance on how to manage an employee who is under performing in their current role. By the time a manager has decided to approach HR with the situation they are often frustrated with the poor performance and are seeking HR intervention. Poor performance is an inevitable part of every organization and it is imperative that supervisors and HR work together to determine the best course of action for each situation.

Summer has officially ended. Gone are the relaxed attitudes that come from a week spent on the beach and the natural endorphins that are a result of longer evenings and plenty of sunshine. Companies are now entering into the final home stretch of the calendar year with an expectation of productivity and results. For an HR Director, this can result in a sudden rise of complaints about workload, work/life balance and what are perceived as unrealistic expectations. So, how does an HR Director respond to the frantic employee who calls at 5:00pm declaring that they are ready to quit without notice and that their manager is crazy?