Risk Management | Business Management & Strategy | Employee Relations
Every employer has to deal with staff leaving. Sometimes it’s best for the employee to move on whether it’s for family reasons or because he or she wants to grow professionally. Sometimes, you may find that you have a few challenges going on internally. Nonetheless, as the manager, you should ensure your employee’s offboarding process is as smooth as possible. A successful offboarding can not only benefit you, but the exiting employee as well. Let’s explore a few of strategies that will ensure a successful offboarding- starting with the opportunity to receive feedback.
HR Tech | Diversity & Inclusion | Risk Management | Employee Relations
By now, I am sure you are aware of the changes made to the Rehabilitation Act of 1973 by the Obama Administration. Designed to address the barriers associated with employment of individuals with disabilities, Section 508 of the Rehabilitation Act outlines the compliance requirements for federal contractors.
Best Practices | Employee Relations | Talent Acquisition
As a manager, I’m sure you have brought on quite a few new hire employees. Some of these employees, when beginning employment, can “jump right in” and become a part of the team. However, others may take some time to adjust to the new culture. To assist in culture assimilation and the learning of company policies and procedures, I always recommend creating a mentor or buddy program for my client's new hires. They've already invested a lot of time and resources in finding the best candidates, so by instituting this as part of their onboarding program, they are ensuring a smooth transition and investing in their future success.
As an HR Consultant, I have worked in a number of organizations varying in size, industry, structure, mission and culture. While each organization may be unique, every organization I have worked with has one thing in common – the problem employee. The problem employee can show up in a variety of forms and it isn’t always immediately clear that a small underlying problem has a larger impact to your organization. This article will help you understand some of the ways in which a “problem” may exist in your organization. In each of these scenarios the employee I am describing may bring a unique background or skill set that is incredibly valuable to your organization; however, the problems they bring may offset the value you were hoping to receive when you hired the employee.
