The Human Element In An Iindustrial Organizationaizellbernal
This document outlines guidelines for managing employee discipline and problems. It discusses counseling employees, problems like absenteeism and tardiness, and developing a disciplinary program. The disciplinary program involves reminders, reprimands, warnings, suspensions, and dismissal. It emphasizes treating employees with dignity, identifying problems, discussing solutions, and commending improvement. The overall goal is using corrective action to address faults and cure problems, rather than purely punitive disciplinary actions.
This document provides an overview of topics covered in an orientation session for social work students beginning a placement, including: expectations for students and supervisors; the value students provide with enthusiasm, fresh perspectives, and theoretical knowledge; managing first impressions and understanding different roles; supervision; boundaries; and dealing with conflict. Students are advised to clarify expectations and roles, consider how others may perceive them, address misunderstandings professionally, and view conflict as a natural and sometimes helpful part of work.
The document outlines an employee attendance policy, including defining absenteeism, causes of absenteeism such as accidents/illnesses and personal/transportation problems, trends in absenteeism, goals of an attendance policy, the new employee process, consequences of absenteeism such as innocent versus culpable absenteeism, ways to deal with absenteeism including changing management style and working conditions, benefits of employee retention such as saving costs, and an employee termination process involving warnings and termination after three offenses.
The document discusses when and how to disclose a disability to an employer. It notes that disclosing allows one to receive accommodations but could lead to discrimination. The key times to disclose are during the interview if accommodations are needed, after receiving a job offer to ensure qualifications are considered, or during employment if accommodations become necessary. It is important to focus on abilities, experience accommodations one has used, and anticipated needs, without sharing unnecessary details about the disability itself. Proper disclosure can protect rights and improve work performance with accommodations.
The document discusses guidelines and best practices for conducting evaluations of children who may need special education services. It outlines steps for identifying children for evaluation, conducting a full and individualized evaluation using various assessment tools, and techniques for interviewing parents and observing the child. The evaluation aims to determine the child's needs, guide decision-making about educational programming, and ensure parents provide informed consent to the evaluation.
This document provides information about workplace challenges for individuals with ADHD and strategies for success. It discusses the impact of ADHD on work performance, prevalence in the workforce, common challenges reported by employees with ADHD, and an overview of executive functions and how ADHD influences them. The document also covers self-advocacy, disclosure, reasonable accommodations under the ADA, and success stories of individuals with ADHD.
Manager training life scope williams college 2014Kevin Thomas
This document provides an overview of LifeScope services including counseling services, work-life services, management supports, and accessing LifeScope. It outlines the confidential counseling services provided through 1-5 free sessions with a licensed counselor. It details the management support services LifeScope provides to assist with challenging workplace situations. It also explains the formal referral process for employees' performance issues and emphasizes the confidentiality of referrals.
The Human Element In An Iindustrial Organizationaizellbernal
This document outlines guidelines for managing employee discipline and problems. It discusses counseling employees, problems like absenteeism and tardiness, and developing a disciplinary program. The disciplinary program involves reminders, reprimands, warnings, suspensions, and dismissal. It emphasizes treating employees with dignity, identifying problems, discussing solutions, and commending improvement. The overall goal is using corrective action to address faults and cure problems, rather than purely punitive disciplinary actions.
This document provides an overview of topics covered in an orientation session for social work students beginning a placement, including: expectations for students and supervisors; the value students provide with enthusiasm, fresh perspectives, and theoretical knowledge; managing first impressions and understanding different roles; supervision; boundaries; and dealing with conflict. Students are advised to clarify expectations and roles, consider how others may perceive them, address misunderstandings professionally, and view conflict as a natural and sometimes helpful part of work.
The document outlines an employee attendance policy, including defining absenteeism, causes of absenteeism such as accidents/illnesses and personal/transportation problems, trends in absenteeism, goals of an attendance policy, the new employee process, consequences of absenteeism such as innocent versus culpable absenteeism, ways to deal with absenteeism including changing management style and working conditions, benefits of employee retention such as saving costs, and an employee termination process involving warnings and termination after three offenses.
The document discusses when and how to disclose a disability to an employer. It notes that disclosing allows one to receive accommodations but could lead to discrimination. The key times to disclose are during the interview if accommodations are needed, after receiving a job offer to ensure qualifications are considered, or during employment if accommodations become necessary. It is important to focus on abilities, experience accommodations one has used, and anticipated needs, without sharing unnecessary details about the disability itself. Proper disclosure can protect rights and improve work performance with accommodations.
The document discusses guidelines and best practices for conducting evaluations of children who may need special education services. It outlines steps for identifying children for evaluation, conducting a full and individualized evaluation using various assessment tools, and techniques for interviewing parents and observing the child. The evaluation aims to determine the child's needs, guide decision-making about educational programming, and ensure parents provide informed consent to the evaluation.
This document provides information about workplace challenges for individuals with ADHD and strategies for success. It discusses the impact of ADHD on work performance, prevalence in the workforce, common challenges reported by employees with ADHD, and an overview of executive functions and how ADHD influences them. The document also covers self-advocacy, disclosure, reasonable accommodations under the ADA, and success stories of individuals with ADHD.
Manager training life scope williams college 2014Kevin Thomas
This document provides an overview of LifeScope services including counseling services, work-life services, management supports, and accessing LifeScope. It outlines the confidential counseling services provided through 1-5 free sessions with a licensed counselor. It details the management support services LifeScope provides to assist with challenging workplace situations. It also explains the formal referral process for employees' performance issues and emphasizes the confidentiality of referrals.
This document outlines training for supervisors on implementing a drug-free workplace policy. It discusses supervisors' responsibilities in identifying and addressing employee performance issues, making referrals to assistance programs, and maintaining confidentiality. The training covers how to recognize signs of addiction, conduct intervention meetings, avoid enabling behaviors, and continue supervision after an employee is referred for help. The overall goal is to create a safe work environment while encouraging employees with substance abuse problems to seek assistance.
Depression supporting the return to work of employeesMichel Newman
Depression is a common and serious mental health condition that can affect employees in the workplace. Supporting employees who experience depression and facilitating a successful return to work is beneficial for both the employee's well-being and the organization. When an employee returns to work after time off due to depression, employers should develop a return to work plan in consultation with the employee and their healthcare providers. The plan should outline adjusted duties and responsibilities, as well as support measures, to help the employee smoothly transition back to their role. Maintaining confidentiality, clear communication, and reasonable workplace adjustments are key to supporting employees with depression in the workplace.
This document provides guidance on effectively giving feedback to employees. It discusses that feedback is an important skill for boosting employee performance and confidence, but is often dreaded due to how it is typically done. It recommends checking your motives before giving feedback to ensure it is focused on improvement. Feedback should also be given in a timely manner, close to the event being discussed, and regularly to avoid surprises and allow issues to be addressed early. The overall message is that feedback is most effective when delivered carefully, frequently and focused on improvement rather than criticism.
Learning disabilities and the workplaceJenna Knight
Learning disabilities affect a person's ability in areas like reading, writing, and mathematics. Common learning disabilities include dyslexia, dysgraphia, dyscalculia, and dyspraxia. In the workplace, those with learning disabilities may face challenges with time management, efficiency, and self-esteem. However, they also possess strengths like determination, creativity, and specialized talents. Providing accommodations, developing self-advocacy skills, and choosing the right job can help those with learning disabilities succeed in employment. The Americans with Disabilities Act protects qualified individuals with disabilities from discrimination in the workplace.
This document discusses adult ADHD and its impact in the workplace. It covers executive function challenges associated with ADHD, such as impulsivity, restlessness, memory issues, and procrastination, and how these can negatively impact work performance. Strategies are provided to help with executive function challenges like taking notes, setting timers, using checklists and reminders. The document also discusses disclosure of ADHD to employers, potential accommodations under the ADA, and examples of workplace accommodations provided.
This document discusses various topics relating to workplace ethics, including:
1. Current ethical issues in the workplace such as low employee loyalty and frequent ethical lapses.
2. Defining the employment relationship and discussing issues around legal boundaries, requirements, and justification of actions.
3. Health and safety in the workplace, including debates around employer responsibility and policies to protect workers.
The self you take into medical dental school 2011Andrew Clarke
This document contains the text from a presentation given to medical and dental students about recognizing their personal strengths and vulnerabilities. It includes the results of a survey conducted with clickers that asked students questions about themselves, their colleagues, and what patients value. The presentation observes that students' strengths could become vulnerabilities in their future professional culture and discusses how a lack of experience with failure could also be a vulnerability. It ends with a director of a dental advisory program sharing a personal story of strength and vulnerability and emphasizing the importance of self-awareness and support systems for students.
The document discusses time management and delegation for nurses. It defines prioritization as deciding which tasks require immediate action versus those that can be delayed. Tasks are prioritized based on factors like whether they are life-threatening. The document also defines delegation as transferring responsibility for a task to another person while retaining accountability. Delegation is important due to factors like cost containment and staff shortages. When delegating, nurses must follow the four rights of delegation - assigning the right task to the right person with the right direction and supervision. Common obstacles to delegation include fear, inability to determine what to delegate, and lack of confidence.
LawSense Law Conference 2015: Disciplinary Action Involving Teachers Kerry O'Brien
This document summarizes key points from a presentation on disciplinary action involving teachers. It discusses what amounts to poor performance or misconduct, options for disciplinary actions, and managing the disciplinary process. Poor performance is assessed against standards and with objective documentation and review. Misconduct can occur at or outside of work. All disciplinary actions require consistency, promptness, confidentiality, and documentation. Termination requires valid reasons, notification, an opportunity to respond, and potentially notice periods. The presentation stresses properly following procedures to minimize risks of unfair dismissal or other claims.
Browne Jacobson LLP
HR for Education Conference 2017 - 4th October
Workshop 1A - Gill Martindale and Helen Badger
Managing the day to day reality including effective use of an occupational health referral, getting use out of return to work and stage meetings and dismissal in cases involving a disability.
The document summarizes a study on the experiences of people with mental health issues returning to paid employment. It found that while participants initially feared disclosure of their mental health issues, most received reassuring responses from employers. It also found that jobs provided mental health benefits like improved confidence and stability. However, some participants faced unsupportive work environments or discrimination. Effective employment support was important in helping overcome barriers and find satisfying jobs that enhanced well-being.
The document provides information on various human resource management topics related to employee exit and separation from an organization such as retirement, exit interviews, resignation, dismissal, and grievance handling procedures.
It begins by defining retirement and explaining standard retirement ages. It then discusses exit interviews, describing them as surveys conducted with leaving employees to gather feedback. Various methods for conducting exit interviews are outlined.
Subsequent sections cover retirement benefits, advantages of retirement, types of separation like voluntary and compulsory retirement, resignation, discharge, dismissal, suspension, grievance handling steps, and performance management procedures including goal setting, feedback, and evaluation. Criteria for promotion and definitions of transfer and attrition are also included.
1. There are five potential causes of employee underperformance: lack of ability for the job, insufficient training, personal distractions, problematic personality traits, or poor past management.
2. To determine the cause, a manager should ask questions about the duration, frequency, and history of the poor performance and look for clues such as secrecy, poor timekeeping, or moodiness.
3. The appropriate solutions depend on the diagnosed cause, and may include additional training, time off, counseling, changing job responsibilities, or termination if performance cannot be improved.
Preventing Staff Burnout: Strategies for Happier Staff and Healthier PatientsCornerstone OnDemand
There is a fine line between stress and passion in the workplace. Both require extreme dedication, time and commitment, however, one is not pleasant, while the other, completes the reason for your existence. The term ‘burnout’ in the workplace suggests that people are tired of working to the point that they no longer want to continue at their current pace. We often consider burnout as a ‘bad thing’ in the workplace and overall that is correct, however, this can emanate from both a stressful position as well as a passionate position.
According to of a comprehensive study conducted within the nursing ranks, there are three types of stress; eustress, distress and severe distress (i.e. burnout). Eustress is the kind of stress that generates either fear or excitement, often see to be ‘good stress.’ Distress is what we all think of when we speak of stress, the bad kind. Distress generates depression, sadness, and pessimism to name of few. Lastly, severe distress is extreme stress. This is the type of stress that causes emotional exhaustion to the point of coronary heart disease. Stress is no laughing matter and a very real issue in clinical operations. Arguably, organizations must address these issues intentionally and for multiple reasons.
In this session, Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss the challenges of dealing with both stress and passion in the workplace, both leading to staff burnout. He will go over the causes of stress in the clinical workplace as well as some struggles to help alleviate some of the issues.
The document discusses lessons learned from restructuring initiatives at schools. It emphasizes the importance of adequate planning, including setting clear timelines and budgets. Failure to plan properly can result in costly delays and dissatisfaction from unions. The wider implications of restructuring like strikes and low staff morale are also examined. The document offers alternatives to immediate restructuring such as improved absence management and performance reviews, which can save significant funds. Overall, it stresses having a well-developed process and considering all impacts and options before embarking on major organizational changes.
This document provides tips for preparing for a job interview, including what documents to submit, how to submit them, example interview questions, and what not to do during an interview. It recommends submitting a cover letter, CV, copies of qualifications and licenses, and any other required documents. It provides tips for properly submitting and organizing documents. It then lists and categorizes example interview questions in areas like introductory questions, personal motivation, past experience, supervision, job performance, flexibility, stress, organization, problem solving, and managing supervisors. Finally, it lists things not to do in an interview like arriving late, dressing hastily, smoking, drinking, chewing gum, bringing others, and failing to research the company.
Most of the Managers fail to keep a blend of motivation and improvement while giving feedback to their team members. This presentation will help you give feedback effectively.
Time and stress management for students by IFMSA trainer
the training was comcucted in 2 hours and the "learining moment" at the end was held with a music backgroud (soundtrack of the movie self/less https://www.youtube.com/watch?v=yUD36DNajV8 )
when every one of the attendees tell a short story when he was in a great a stress and how he managed to get out of it or conquer it.
A self-assessment for Lean Leaders to review, assess and improve their work relationships through the T-model. Relationships are an important part of successful Lean implementations.
The document discusses human resource topics for non-HR managers including FMLA paperwork retention requirements, occupational safety hazards, minimum wage laws, overtime rules, unemployment eligibility, performance evaluations, progressive discipline, and avoiding legal pitfalls when disciplining employees. It provides guidance on properly documenting issues, setting expectations, outlining consequences, and allowing employee input to support fair and effective personnel management.
This document discusses counseling and discipline procedures for improving employee productivity. It defines counseling as face-to-face communication conducted by a supervisor, usually as a first action, while discipline involves penalization and must be conducted by HR, typically as a second action if counseling fails. The document provides guidance for supervisors on gathering facts before reporting issues to HR, common reasons for discipline like time and attendance or performance issues, and considerations for determining appropriate disciplinary penalties. Key steps in disciplinary procedures like investigations, employee rights, and potential outcomes are also outlined.
This document outlines training for supervisors on implementing a drug-free workplace policy. It discusses supervisors' responsibilities in identifying and addressing employee performance issues, making referrals to assistance programs, and maintaining confidentiality. The training covers how to recognize signs of addiction, conduct intervention meetings, avoid enabling behaviors, and continue supervision after an employee is referred for help. The overall goal is to create a safe work environment while encouraging employees with substance abuse problems to seek assistance.
Depression supporting the return to work of employeesMichel Newman
Depression is a common and serious mental health condition that can affect employees in the workplace. Supporting employees who experience depression and facilitating a successful return to work is beneficial for both the employee's well-being and the organization. When an employee returns to work after time off due to depression, employers should develop a return to work plan in consultation with the employee and their healthcare providers. The plan should outline adjusted duties and responsibilities, as well as support measures, to help the employee smoothly transition back to their role. Maintaining confidentiality, clear communication, and reasonable workplace adjustments are key to supporting employees with depression in the workplace.
This document provides guidance on effectively giving feedback to employees. It discusses that feedback is an important skill for boosting employee performance and confidence, but is often dreaded due to how it is typically done. It recommends checking your motives before giving feedback to ensure it is focused on improvement. Feedback should also be given in a timely manner, close to the event being discussed, and regularly to avoid surprises and allow issues to be addressed early. The overall message is that feedback is most effective when delivered carefully, frequently and focused on improvement rather than criticism.
Learning disabilities and the workplaceJenna Knight
Learning disabilities affect a person's ability in areas like reading, writing, and mathematics. Common learning disabilities include dyslexia, dysgraphia, dyscalculia, and dyspraxia. In the workplace, those with learning disabilities may face challenges with time management, efficiency, and self-esteem. However, they also possess strengths like determination, creativity, and specialized talents. Providing accommodations, developing self-advocacy skills, and choosing the right job can help those with learning disabilities succeed in employment. The Americans with Disabilities Act protects qualified individuals with disabilities from discrimination in the workplace.
This document discusses adult ADHD and its impact in the workplace. It covers executive function challenges associated with ADHD, such as impulsivity, restlessness, memory issues, and procrastination, and how these can negatively impact work performance. Strategies are provided to help with executive function challenges like taking notes, setting timers, using checklists and reminders. The document also discusses disclosure of ADHD to employers, potential accommodations under the ADA, and examples of workplace accommodations provided.
This document discusses various topics relating to workplace ethics, including:
1. Current ethical issues in the workplace such as low employee loyalty and frequent ethical lapses.
2. Defining the employment relationship and discussing issues around legal boundaries, requirements, and justification of actions.
3. Health and safety in the workplace, including debates around employer responsibility and policies to protect workers.
The self you take into medical dental school 2011Andrew Clarke
This document contains the text from a presentation given to medical and dental students about recognizing their personal strengths and vulnerabilities. It includes the results of a survey conducted with clickers that asked students questions about themselves, their colleagues, and what patients value. The presentation observes that students' strengths could become vulnerabilities in their future professional culture and discusses how a lack of experience with failure could also be a vulnerability. It ends with a director of a dental advisory program sharing a personal story of strength and vulnerability and emphasizing the importance of self-awareness and support systems for students.
The document discusses time management and delegation for nurses. It defines prioritization as deciding which tasks require immediate action versus those that can be delayed. Tasks are prioritized based on factors like whether they are life-threatening. The document also defines delegation as transferring responsibility for a task to another person while retaining accountability. Delegation is important due to factors like cost containment and staff shortages. When delegating, nurses must follow the four rights of delegation - assigning the right task to the right person with the right direction and supervision. Common obstacles to delegation include fear, inability to determine what to delegate, and lack of confidence.
LawSense Law Conference 2015: Disciplinary Action Involving Teachers Kerry O'Brien
This document summarizes key points from a presentation on disciplinary action involving teachers. It discusses what amounts to poor performance or misconduct, options for disciplinary actions, and managing the disciplinary process. Poor performance is assessed against standards and with objective documentation and review. Misconduct can occur at or outside of work. All disciplinary actions require consistency, promptness, confidentiality, and documentation. Termination requires valid reasons, notification, an opportunity to respond, and potentially notice periods. The presentation stresses properly following procedures to minimize risks of unfair dismissal or other claims.
Browne Jacobson LLP
HR for Education Conference 2017 - 4th October
Workshop 1A - Gill Martindale and Helen Badger
Managing the day to day reality including effective use of an occupational health referral, getting use out of return to work and stage meetings and dismissal in cases involving a disability.
The document summarizes a study on the experiences of people with mental health issues returning to paid employment. It found that while participants initially feared disclosure of their mental health issues, most received reassuring responses from employers. It also found that jobs provided mental health benefits like improved confidence and stability. However, some participants faced unsupportive work environments or discrimination. Effective employment support was important in helping overcome barriers and find satisfying jobs that enhanced well-being.
The document provides information on various human resource management topics related to employee exit and separation from an organization such as retirement, exit interviews, resignation, dismissal, and grievance handling procedures.
It begins by defining retirement and explaining standard retirement ages. It then discusses exit interviews, describing them as surveys conducted with leaving employees to gather feedback. Various methods for conducting exit interviews are outlined.
Subsequent sections cover retirement benefits, advantages of retirement, types of separation like voluntary and compulsory retirement, resignation, discharge, dismissal, suspension, grievance handling steps, and performance management procedures including goal setting, feedback, and evaluation. Criteria for promotion and definitions of transfer and attrition are also included.
1. There are five potential causes of employee underperformance: lack of ability for the job, insufficient training, personal distractions, problematic personality traits, or poor past management.
2. To determine the cause, a manager should ask questions about the duration, frequency, and history of the poor performance and look for clues such as secrecy, poor timekeeping, or moodiness.
3. The appropriate solutions depend on the diagnosed cause, and may include additional training, time off, counseling, changing job responsibilities, or termination if performance cannot be improved.
Preventing Staff Burnout: Strategies for Happier Staff and Healthier PatientsCornerstone OnDemand
There is a fine line between stress and passion in the workplace. Both require extreme dedication, time and commitment, however, one is not pleasant, while the other, completes the reason for your existence. The term ‘burnout’ in the workplace suggests that people are tired of working to the point that they no longer want to continue at their current pace. We often consider burnout as a ‘bad thing’ in the workplace and overall that is correct, however, this can emanate from both a stressful position as well as a passionate position.
According to of a comprehensive study conducted within the nursing ranks, there are three types of stress; eustress, distress and severe distress (i.e. burnout). Eustress is the kind of stress that generates either fear or excitement, often see to be ‘good stress.’ Distress is what we all think of when we speak of stress, the bad kind. Distress generates depression, sadness, and pessimism to name of few. Lastly, severe distress is extreme stress. This is the type of stress that causes emotional exhaustion to the point of coronary heart disease. Stress is no laughing matter and a very real issue in clinical operations. Arguably, organizations must address these issues intentionally and for multiple reasons.
In this session, Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss the challenges of dealing with both stress and passion in the workplace, both leading to staff burnout. He will go over the causes of stress in the clinical workplace as well as some struggles to help alleviate some of the issues.
The document discusses lessons learned from restructuring initiatives at schools. It emphasizes the importance of adequate planning, including setting clear timelines and budgets. Failure to plan properly can result in costly delays and dissatisfaction from unions. The wider implications of restructuring like strikes and low staff morale are also examined. The document offers alternatives to immediate restructuring such as improved absence management and performance reviews, which can save significant funds. Overall, it stresses having a well-developed process and considering all impacts and options before embarking on major organizational changes.
This document provides tips for preparing for a job interview, including what documents to submit, how to submit them, example interview questions, and what not to do during an interview. It recommends submitting a cover letter, CV, copies of qualifications and licenses, and any other required documents. It provides tips for properly submitting and organizing documents. It then lists and categorizes example interview questions in areas like introductory questions, personal motivation, past experience, supervision, job performance, flexibility, stress, organization, problem solving, and managing supervisors. Finally, it lists things not to do in an interview like arriving late, dressing hastily, smoking, drinking, chewing gum, bringing others, and failing to research the company.
Most of the Managers fail to keep a blend of motivation and improvement while giving feedback to their team members. This presentation will help you give feedback effectively.
Time and stress management for students by IFMSA trainer
the training was comcucted in 2 hours and the "learining moment" at the end was held with a music backgroud (soundtrack of the movie self/less https://www.youtube.com/watch?v=yUD36DNajV8 )
when every one of the attendees tell a short story when he was in a great a stress and how he managed to get out of it or conquer it.
A self-assessment for Lean Leaders to review, assess and improve their work relationships through the T-model. Relationships are an important part of successful Lean implementations.
The document discusses human resource topics for non-HR managers including FMLA paperwork retention requirements, occupational safety hazards, minimum wage laws, overtime rules, unemployment eligibility, performance evaluations, progressive discipline, and avoiding legal pitfalls when disciplining employees. It provides guidance on properly documenting issues, setting expectations, outlining consequences, and allowing employee input to support fair and effective personnel management.
This document discusses counseling and discipline procedures for improving employee productivity. It defines counseling as face-to-face communication conducted by a supervisor, usually as a first action, while discipline involves penalization and must be conducted by HR, typically as a second action if counseling fails. The document provides guidance for supervisors on gathering facts before reporting issues to HR, common reasons for discipline like time and attendance or performance issues, and considerations for determining appropriate disciplinary penalties. Key steps in disciplinary procedures like investigations, employee rights, and potential outcomes are also outlined.
This document discusses counseling and discipline procedures for improving employee productivity. It defines counseling as face-to-face communication conducted by a supervisor, usually as a first action, while discipline involves penalization and must be conducted by HR, typically as a second action if counseling fails. The document provides guidance for supervisors on gathering facts before reporting issues to HR, common reasons for discipline including attendance, performance, and behavior issues, and considerations for determining appropriate disciplinary penalties.
Employsure Workplace Presentation | Absenteeism Employsure AU
This presentation by Employsure provides an overview of how to manage absenteeism in Australia.
It answers the questions:
- What is absenteeism?
- What is the cost of absenteeism?
- How can I manage absenteeism?
- What are the correct procedures to follow?
Owners and managers of SMEs in Australia often struggle to understand their obligations to employees, and with one of the most complex workplace relations systems in the world it's a challenge for business owners to ensure they are compliant.
Employsure protects employers from risks by providing unlimited advice, legally compliant documents, insurance and representation. Employsure is a workplace relations specialist dedicated to helping small businesses succeed by creating fair and safe workplaces.
Call us: 1300 651 415
Visit us at: https://employsure.com.au/
LinkedIn: https://www.linkedin.com/company/empl...
Facebook: https://www.facebook.com/employsure.c...
Twitter: https://twitter.com/Employsure
Anna Denton Jones HR Insights September 2017Laura Steggles
This document discusses mental health in the workplace. It notes that while 78% of employers think employees are comfortable discussing mental health at work, only 4-5% of those with depression or anxiety feel able to do so. It emphasizes the role workplaces can play in supporting mental health through challenging work, support during difficulties, and involvement in decision-making. The document provides guidance for employers on discussing mental health issues with employees, making reasonable adjustments, and signposting support resources.
This document discusses managing sickness absence, including short-term and long-term absence. It addresses when absence becomes an issue, return to work interviews, disciplinary action, and managing long-term absence and disability-related absence. The employer must obtain medical evidence, consider reasonable adjustments for disabled employees, and avoid discrimination based on disability.
Performance Matters - Improve your BusinessBolt Burdon
The document provides an overview of a presentation on performance management. It discusses why managing underperformance is important, highlighting survey findings that show underperformance is a common issue but managers often lack skills to address it. The presentation covers legal principles, tools and processes for performance management, and how to identify and address different types of underperformance. It also includes a case study and discusses issues like difficult conversations.
Managing misconduct - HR and employment conference for school leaders 2016Browne Jacobson LLP
Our annual, one day conference for school leaders helps you to keep up with the pace of change and get the most out of your employees.
At this year’s conference we heard from keynote speakers Nick MacKenzie and Heather Mitchell on the changing education landscape and how employment law changes affect schools and academies. Our education and HR experts also covered the post-election employment position, restructures, pay and reward, managing misconduct, strikes and work to rule, and leadership and management judgment in respect of HR.
https://www.brownejacobson.com/education/services/employment-and-human-resources
This document outlines 12 common HR mistakes that companies should avoid:
1. Not clearly defining the role of HR and ensuring employees view it as accessible.
2. Hiring and promoting too quickly without proper vetting and justification.
3. Not having accurate and up-to-date job descriptions.
4. Having inadequate or outdated HR policies.
5. Showing favoritism towards certain employees.
6. Ineffective anti-harassment and anti-discrimination policies and training.
7. Poor communication between management and employees.
8. An outdated or nonexistent employee handbook.
9. Not providing regular feedback or praise to employees.
If It Wasnt Documented It Didnt Happen Webinarcecarter758
The document discusses Judi Clements, a speaker on employee discipline. It provides her background and credentials. The webinar she is presenting will cover analyzing poor work performance, documenting performance issues legally, utilizing different disciplinary options, and developing performance improvement plans. Attendees can earn HRCI credit for attending the full webinar. The webinar agenda outlines how to distinguish objective from subjective documentation, respond to common infractions, and write corrective notices.
Health Employment - Short term sickness absence and dealing with a pandemic w...Browne Jacobson LLP
This session provides you with top tips and issues to consider when dealing with short term sickness absence Gemma Steele also looks at what you can do during a pandemic.
Employsure Workplace Presentation | Managing late employeesEmploysure AU
Constantly late employees can be damaging to any business, and resolving the issue can be a challenge. This presentation outlines how to identify and manage consistently late employees in the workplace.
Employsure helps over 13,000 business owners with employment relations, protecting employers from risks by providing unlimited advice, legally compliant documents, insurance and representation. Employsure is a workplace relations specialist dedicated to helping small businesses succeed by creating fair and safe workplaces.
Call us: 1300 651 415
Visit us at: https://employsure.com.au/
LinkedIn: https://www.linkedin.com/company/employsure
Facebook: https://www.facebook.com/employsure.com
Twitter: https://twitter.com/Employsure
How to Stop Excessive Absenteeism from Undermining Your Business ComplyRight, Inc.
In a perfect workplace, employee absences would always be scheduled well in advance. But you know the drill … Carl calls out with no notice regularly, Hannah has headaches every other Monday and Clyde claims family “emergencies” way too often. Excused absences are one thing, but when they’re unplanned or excessive, they can negatively impact your productivity and profits.
Don’t let chronic absenteeism hurt your business! Get a better understanding of the typical reasons behind unnecessary time off, why it matters and the steps you can take to prevent it. With this awareness and a recommended action plan, you can better manage employee attendance and keep absenteeism from getting out of hand.
Agnesian Work & Wellness Employee Assistance Program - Supervisor TrainingAgnesian HealthCare
The document provides information about an Employee Assistance Program (EAP) including reasons for EAPs, scope of services, confidentiality, objectives, types of referrals, signs of troubled employees, addressing problem behaviors, and employee defense strategies. The EAP is designed to offer counseling services to employees experiencing personal issues impacting work through consultation, assessment, and referrals.
The document discusses returning injured workers to work after a mental injury claim. It outlines that returning to work is more difficult for mental injuries than physical injuries. The Return to Work Inspectorate's role is to educate employers and enforce workers' compensation legislation to improve return to work outcomes. For mental injury claims, employers must maintain contact with the worker, discuss return to work barriers and options, and engage in return to work planning within 52 weeks of the claim. The inspectorate ensures employers are consulting injured workers, considering supports, and communicating with treating practitioners. Resources for employers to help with return to work obligations are also provided.
This document discusses discipline in the workplace. It defines discipline as promoting adherence to rules and procedures necessary for effective organizational functioning. Several definitions of discipline are provided that emphasize orderly conduct, submission to regulations, and ensuring compliance with objectives. The objectives, types, aspects, principles, and approaches of discipline are outlined. Self-discipline and factors influencing it are also explained. Indiscipline, its causes, and how to deal with problem employees are discussed. Effective strategies for absenteeism and impaired employees are presented.
This document contains information about Module 6 which covers employee welfare, grievances, and discipline. It discusses the meaning and types of employee welfare facilities including statutory and non-statutory provisions. Employee grievances are defined as complaints raised by employees that can be addressed through established procedures. The document outlines the grievance management process and common forms of grievances. It also defines discipline and approaches to discipline including the progressive approach and red hot stove rule. Stages of disciplinary procedure and essentials of a good disciplinary system are provided. Finally, the document discusses managing difficult employees and strategies for doing so.
The Education HR in the North West Conference, January 2018 - Capability and ...Browne Jacobson LLP
This session looks at the definition of disability and the risks associated with this, as well as the role of occupational health and capability dismissals.
2019 Drug Free Workplace 2-Hour Supervisor TrainingBeyond Marketing
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2. Top 5 Challenges for Leaders
1. Invest in leadership development by investing in your best
employees. Build the best team you can, then invest to make them
better.
2. Create a culture of collaboration – only in a culture of collaboration
can developing leaders work together to bring out their best.
3. Develop communications skills – good communicators build teams
and trust; poor communicates create and feed uncertainty.
4. Drive and sustain real accountability – leaders must be accountable,
solve problems and own their failures to be credible when claiming
success.
5. Be human and reward emotional intelligence – key emotions
include self-awareness, self-regulation, motivation, empathy and
social skills.
3. The Common
Denominator
Managing your people
Managing your staff will encompass more than a third of
your workday. What do you need to be successful?
6. Absenteeism/Attendance
• Unscheduled absenteeism costs employers 8.7% of their
payroll costs per year (money paid out to employees
through wages and benefits). Indirect costs include
overtime, hiring additional labor, lost productivity, low
morale, employee fatigue for carrying extra work,
customer dissatisfaction, and loss of revenue.
• Unscheduled absenteeism rate in the U.S. is 9% - that’s
nearly one in ten workers off work.
7. Absenteeism/Attendance
• Personal illnesses account for 35% of unscheduled
absences, while other reasons include family issues
(22%), personal needs (18%), entitlement mentality
(13%) and stress (13%).
• Nearly one-third of working Americans between ages 19
and 64 suffer from at least one chronic disease.
• The use of intermittent FMLA leave has increased 150%
since 2000.
8. Absenteeism/Attendance
• 20% of American workers are late to work at least
once/week; one in ten workers are late at least
twice/week.
• December is the leading month for employees to call in
sick (Happy Holidays!).
9. Questioning Absences
Legitimacy or Necessity for
Leave
• Does the request fall under
the reasons outlined in the
policy or CBA?
• How many times has the
employee called in sick the
past 12 months?
• Could this be a valid reason
under FMLA?
• Can the “appointment” be
scheduled outside normal
working hours?
Documentation/Verification
• Will the employee be off for
less than 3 work days?
• Has the appropriate medical
documentation been
requested and/or submitted?
• Does the documentation
look authentic?
• Has a pattern of absences
been developed? If so, has
HR already sent out a
notification letter or should
a referral be made to HR?
10. Vacation Leave:
Require advance notice,
where practical. Limit #
of people off in your
department/division per
the contract or policy.
Unpaid Leaves of Absence
• General acceptable reasons include
sickness/illness or injury, when all FMLA and
S&A eligibility has been exhausted and the
employee is expected to return to work.
• All sick leave, vacation leave, and “H” days must
be used before unpaid leave will be considered.
Exception is bargaining unit employees are not
required to exhaust vacation leave if the absence
is FMLA-related.
• See also Policy 3.8 of the Employee Manual and
Article 13 of the CBA.
• Approval for unpaid leave will generally not
exceed 30 days and will only be in extraordinary
cases.
Personal Leave
2 days/year for
bargaining employees.
Can you cover
employees for requested
time off?
11. How to Address
Absenteeism
• Review the employee’s absences and meet individually with
him/her to bring forth concerns regarding absenteeism.
• Identify the causes for an employee’s absenteeism – if you can
find out why, you can more effectively deal with the problem
and possibly find a solution.
• Require verification of illnesses – don’t be afraid to request
supporting documentation.
• Identify and address pattern absenteeism – if you notice a
pattern is forming, request HR assistance.
• Follow-up – if improvement occurs, be sure to tell the
employee. If not, be prepared to take next steps.
12. FMLA, ADA & How They Interplay
Definition of a Disability
Substantially limited
Undue hardship
Reasonable Accommodation
ADA/ADAAA
1
FMLA
Serious health condition vs.
Disability
Reasons for Leave
Length of leave as a form of
accommodation
Medical Certification vs. ADA
Request for Accommodation
Benefits Continuation
Reinstatement provisions
How They Interplay
Qualified employees are
entitled to 12 weeks per year.
Serious health condition for
self, child, spouse or parent.
Qualifying exigency leave.
Injured service member.
32
13. Dealing with the Difficult
Employee
• Workplace Violence – know the policy, what it
encompasses and don’t gloss over it.
• Workplace Disruption – handling an employee who is
slowing the work done, lowering the morale, purposefully
creating tension in the workplace or with their supervisor.
• Disrespectful Behavior – stop it before it becomes
infectious.
14. Workplace Conflicts
The types of conflicts you may encounter:
1. Interpersonal – conflict between two individuals. May cause
damage within a department.
2. Intrapersonal – personal struggle within an individual that
interferes with work output or relationships.
3. Intragroup – conflict among individuals within a team.
Results in team dysfunction, lack of progress.
4. Intergroup – misunderstanding that arises among
departments. Oftentimes occurring due to varied goals or
interests.
15. Reasonable Suspicion
Testing conducted after there is reasonable cause for suspicion
of using or being under the influence of drugs or alcohol at
work.
• Testing based upon observable signs and symptoms of possible
drug/alcohol use.
• Testing conducted during a time when individual exhibits signs
and symptoms.
• Not based upon second hand reports.
• Preferable if the decision to test is made by 2 supervisors who
concur.
16. Reasonable Suspicion
Steps
• Observation/Documentation
• Notification to individual
• Consent or refusal to consent
• Transportation of individual to testing facility
• Specimen collection
• Documentation to HR
• Test result notification to HR
• Outcome
18. Discipline
Purpose
The purpose of discipline is not to
punish an employee. It is an
attempt to work with the
employee to stop improper
conduct.
Always focus on the conduct and
not the person.
Progressive Discipline
• Counseling/Caution &
Instruction
• Verbal/Oral Reprimand
• Written Reprimand
• Unpaid Suspension
• Termination
Other forms:
• Demotion/Reduction
• Working Suspension
• Reassignment
19. Discipline &
Documentation
Why Document?
• If it was not documented,
it didn’t happen.
• If it was not documented
at or near the time of the
event, it is not reliable.
• If the documentation is
incomplete or inaccurate
it is not reliable.
Elements
• Written, dated and timely
• Factual and specific (what exactly
happened, who was involved, where
did it happen)
• Objective – focus on the job-related
behavior and standards, rule or
policy violated
• Not speculative (If I were to guess,
the employee…)
• No editorial comments, no
inappropriate remarks
20. Discipline: 7 Tests of Just
Cause
4. Fair and objective investigation. Was an investigation
conduct, individuals interviewed, written statements?
5. Proof/Substantial Evidence Was there sufficient evidence to
support a finding of guilt?
6. Equal Treatment. Has the employer applied its rules, orders
and penalties evenhandedly and without discrimination?
7. Appropriate penalty. Was the degree of discipline reasonably
related to seriousness of the offense?
21. Discipline: Mitigating
Factors
• Tenure/Seniority of the employee
• Management contribution to the problem/other
employee(s) aggravating situation
• Employee remorse/willingness to atone
• Personal circumstances (custody battle, divorce, financial
problems)
• Previous discipline/clean record
• Whistleblowing/statutory protections
22. Difficult Disciplinary
Issues
• Insubordination vs. Disrespectful Behavior
• Willful refusal to follow a direct order vs. just being a pain.
• Rule of 3 followed – give the order, explain that refusal to
follow direct order will result in insubordination, explain
that the employee has now refused and their refusal will
result in a charge of insubordination and do they understand
this (immediate termination Article 9).
• Clear instructions with consequences explained. Do not rush
to discipline or this may be viewed as escalating.
23. Difficult Disciplinary
Issues
Addressing Insubordination:
• Remain calm – speak a little softer so the employee has to
lean in to hear
• Do not argue – conflict has already escalated
• Do not retaliate – you are a supervisor and held to a
higher standard
• When possible, obtain a witness
• Document immediately
24. Discipline: 7 Tests of Just
Cause
1. Reasonable rule or order. Was the employer’s rule or order
reasonably related to the orderly, efficient and safe operation
of the employer’s business and the performance the
employer might properly expect?
2. Notice. Did the employer give the employee forewarning of
the possible consequences of the disciplinary conduct?
3. Effort to determine if there was a violation. Before
administering discipline, did the employer make an effort to
find out if the employee did violate or disobey a rule or
order?
25. Investigations
• All investigations are taken seriously.
• Facts will be gathered.
• List of witnesses and affected parties will be prepared.
• Who, what, when, where and why will be answered.
• Determine whether or not other individuals have been
subjected to similar situations.
• Interviews will be conducted and/or statements
obtained from the alleged victim, alleged
harasser/instigator, and any witnesses.
26. Investigations
• Determine whether this behavior had been reported
before, and if there was a past pattern of this type of
behavior.
• Consider the severity, frequency, pervasiveness of the
conduct when recommending or imposing discipline.
• Investigation is not “confidential” but is kept to a
“need to know” basis.
• Remind all parties involved in the investigation of
the Commission’s policies and to report any
additional information – discuss issue of retaliation.
27. Investigations &
Discipline
• Investigation report completed (4th Test of Just
Cause)
• Recommendation to discipline made.
• Pre-disciplinary hearing scheduled, if applicable.
Weingarten rights must be given.
• Level of discipline recommended.
Reprimands Supvr./Dept. Head
Suspensions Director of Administration
Terminations Director of Admin, General
Counsel, Executive Director
28. Grievances
• What is a Grievance? See also Article 11.
• Misunderstanding, misapplication or miscommunication of
an Article in the CBA.
• An opportunity to improve communications between
Commission and Union or between Supervisor and
Employee.
• General Rule: Follow orders now, grieve later.
• Exception: safety and health.
29. Grievance Process
• Step 1 – formal and informal, grievance presented to and
answered by Foreman or Toll Plaza Supervisor.
• Step 2 – formal, grievance answered by Division
Superintendent or District Toll Plaza Supervisor.
• Step 3 – formal, grievance answered by the Director of
Administration.
• Pre-Arbitration – informal, grievance reviewed by
General Counsel and possible settlement or movement to
arbitration discussed with Union.
30. Avoiding Grievances
• Establish and respect lines of communication with your
employees and be familiar with their concerns.
• Be open and communicate with employees – letting them
know what’s going on (within limits).
• Listen to employees. Oftentimes, employees just need to
vent. Use this as an opportunity to improve
communications.
31. Avoiding Grievances
• Be fair and consistent. Follow the contract and treat all
employees the same with respect to rules and rule
violations.
• Read and be familiar with the labor contract.
• Do not discuss sensitive employee issues with other
employees.
• Praise employees, when appropriate.
32. Workplace
Discrimination Defined
Discrimination occurs when an employee or group of
employees are treated less favorably than similarly
situated employees based on their protected class
status.
The difference in treatment can be blatant – such as
jokes, slurs or innuendoes – subtle, such as job
assignments, training and promotion.
33. Protected Classes
• Age
• Race/Color
• Sex/Gender/Orientation
• Religion
• National Origin/Ethnicity
• Disability
• Veteran Status
34. State & Federal Laws Governing
Nondiscrimination
• Civil Rights Act of 1964 and 1991
• Equal Pay Act
• Age Discrimination in Employment Act
• Pregnancy Discrimination Act
• Rehabilitation Act
• Americans with Disabilities Act
• Family and Medical Leave Act
• Ohio’s Fair Employment Practices Act (ORC 4112)
35. Age Discrimination
• The Age Discrimination in Employment Act of
1967 protects individuals who are 40 years or older
from employment discrimination based on age.
• Applies to hiring, termination, promotion, layoff,
compensation, benefits, job assignments and
training.
• No age preferences, limitations or specifications
unless BFOQ.
36. Race/Color
Discrimination
• Title VII of the Civil Rights Act of 1964 protects
individuals against employment discrimination on the
basis of race and color.
• Also prohibited are actions based on stereotypes and
assumptions about abilities, traits, or the performance of
individuals of certain racial groups.
37. Religious Discrimination
• Title VII of the Civil Rights Act of 1964 prohibits
employers from discriminating against individuals
because of their religion.
• May have to reasonably accommodate religious
requests, unless to do so would create an undue
hardship on the employer or violate the collective
bargaining agreement.
• Issues may include time off, dress code, job
reassignments, seniority system, union dues.
38. National Origin
Discrimination
• Title VII of the Civil Rights Act of 1964 protects
individuals against discrimination on the basis of national
origin.
• Birthplace, ancestry, culture, linguistic characteristics.
• Marriage or association; Membership or association with
specific ethnic groups.
• Attendance or participation in schools, churches, temples,
or mosques.
• No English-only.
• Immigration Reform and Control Act
39. Sex Discrimination
• Title VII of the Civil Rights Act of 1964 protects
individuals against discrimination on the basis of sex or
gender.
• EEOC guidance in 1980 addressing sexual harassment.
• Governor Strickland’s Executive Order 2007-10S.
40. Pregnancy
Discrimination
• The Pregnancy Discrimination Act of 1978
amended Title VII of the Civil Rights Act of 1964.
• Prohibits discrimination on the basis of pregnancy,
childbirth, or related medical conditions.
• Impacts hiring, benefits, assignments, leaves.
• See also Family and Medical Leave Act.
41. Disability Discrimination
The Americans with Disabilities Act of 1990
prohibits private employers with 15+ employees
and all public employers from discrimination
against qualified individuals with a disability.
• Qualified individual with a disability
• Substantially limits
• Major life activity
• Reasonable Accommodation
• Undue Hardship
42. Veteran Discrimination
• Vietnam Era Veterans Readjustment Assistance Act of
1974 protects the employment rights of all disabled
veterans and sets forth obligations of employers to
military reservists and National Guard members called to
active duty.
• See also Uniformed Services Employment and
Reemployment Rights Act (USERRA)
43. Sexual Harassment
EEOC Definition:
“Unwelcome sexual advances, requests for sexual favors,
and other verbal or physical conduct of a sexual nature
constitutes sexual harassment when submission to or
rejection of this conduct explicitly or implicitly affects an
individual’s employment, unreasonably interferes with an
individual’s work performance or creates an intimidating,
hostile or offensive work environment.”
45. Hostile Work Environment
• Frequency of the unwelcome discriminatory
conduct.
• Severity of the conduct.
• Whether the conduct was physically threatening or
humiliating, or a mere offensive utterance.
• Whether the conduct unreasonably interfered with
work performance.
• Effect on the employee’s psychological well-being.
• Alleged harasser’s role in the organization.
46. Examples of Inappropriate
Conduct
• Discussing sexual activities
• Telling inappropriate jokes
• Undesired, intentional touching (i.e., embracing,
patting, pinching)
• Commenting on physical attributes
• Displaying sexually suggestive pictures
• Using demeaning or inappropriate terms such as
“babe”, “honey”, or “sugar”
• Using indecent gestures
47. Examples (Cont.)
• Sabotaging the victim’s work
• Granting job favors to those who participate in
consensual sexual activity
• Using crude or offensive language
• Engaging hostile physical conduct
• Discriminatory ridicule or insults
• Threat of rape or attempted or actual sexual assault