Human capital is your most important asset. A lot of organizations talk about this in executive speeches, marketing materials and advertisements. If you are one of these organizations, what are doing to support this statement?

Midnight, Sept. 30, is looming and without a continuing resolution or bipartisan appropriation agreement, the likelihood of a government shutdown increases. Employers must be prepared to manage workloads and morale. It is well known that low employee morale negatively impacts productivity and engagement. It’s therefore critical that employers consider sensitivity and tact in drafting policy around a shutdown.

In the DC Metro area, it's no secret that we have a multitude of Government Contracting firms. Over the past few years in particular, we have all felt the industry contract from $550 billion to $450 billion. While some may argue this contraction is temporary, we may still have a few more years of industry tightening.

What is an Employee Handbook and Why Do We Need One? An Employee Handbook is a guide that gives organizations a tool to communicate the expectations, role and responsibilities, as well as current policies and procedures within the organization to all employees. Legally there is no requirement for companies to provide an employee handbook; it does however, offer confirmation of processes and procedures if ever questioned legally. When a company reaches 15 employees, it's time to implement an employee handbook as a best practice. This is because at 15 employees, several federal acts apply such as the Civil Rights, Americans with Disabilities, and the Pregnancy Leave Act.

As HR professionals, one of the hardest parts of the job is communicating to an employee the decision to separate them from employment. Whether it be a performance related termination, or a financially related layoff; it is never an easy task. I find layoffs particularly difficult when it has nothing to with the employee’s actual performance, and everything to do with seniority or salary. More often than not, the delivery of bad news falls to the HR professionals with the belief that we know how to handle these situations the best, right?

As an senior HR leader, I have had the opportunity to work for organizations that went through Mergers and Acquisitions on multiple occasions. The biggest takeaway I have learned from all of these experiences was the value of communicating with the employees before, during, and after an acquisition to help manage their expectations. Of course if you are a publicly held company, any communication prior to the acquisition cannot be shared with your workforce. However, ensuring you have a communication strategy developed and ready to launch when the news is broadcasted will help pave the way for a smooth transition. Let’s start by constructing a communication plan.