Here are the key points from the group on Training and Development:
- Training and development helps employees improve skills and knowledge to perform better in their roles.
- On-the-job training includes coaching, mentoring and shadowing more experienced employees.
- Off-the-job training takes place away from the work environment, such as seminars, conferences or online courses.
- Development focuses more on career progression through further education or new experiences.
- Benefits of training include improved performance, motivation and retention of employees. It also ensures employees can adapt to changes in technology and work processes.
- Training needs are identified through performance reviews comparing actual to required skills.
- Evaluation of training programs
This document summarizes key topics from Chapter 1 of the textbook "Fundamentals of Human Resource Management". It discusses that HRM aims to attract, hire, retain, motivate and train employees to give organizations a competitive advantage. It also outlines how HRM must operate in a changing global, technological, and diverse work environment subject to various regulations. Continuous improvement, employee involvement, and ethics are important aspects of modern HRM.
This document provides an overview of how to recruit top talents. It begins with a quote from Bill Gates about how important top employees are. The document then outlines the objectives to be covered, which include understanding recruitment processes like job analysis, different recruitment methods, interview types, and how to conduct effective interviews. The rest of the document delves into these topics, providing definitions, comparisons of approaches, steps to take, and tips. The overall aim is to help learn how to identify and recruit the most qualified candidates.
This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time. Talent management aims to attract, retain, and utilize talent to improve productivity and profits. The document discusses how to measure talent management success and the costs of poor people management practices like bad hires. It also emphasizes the importance of succession planning to ensure business continuity and outlines a three stage process for identifying and assessing candidates to integrate into leadership roles.
The document discusses key aspects of human resource management, including the four parts of the HR process, job analysis, recruiting, selection, orientation, training, performance appraisal, compensation, and benefits. It provides exhibits that define terms like job descriptions and specifications. The exhibits describe sources for recruiting, types of interviews and questions, training methods, performance appraisal processes, and compensation considerations.
The document discusses human resource management and its importance. It defines human resource management as the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. It notes that HRM is important for all managers to avoid personnel mistakes, improve profits and performance, and succeed as entrepreneurs. It also discusses the line and staff aspects of HRM, with line managers having direct duties over employees and HR managers having coordinating, advisory, and specialized assistance functions.
The document discusses various aspects of staffing, including:
- Staffing involves bringing the right people into an organization and is key to its success.
- The stages of the staffing process include estimating manpower needs, recruitment, selection, placement, training and development.
- Recruitment can come from internal sources like transfers and promotions, or external sources like advertisements, employment agencies, campus recruiting.
- Selection involves screening applicants and may include tests, interviews, and background/reference checks to identify the best candidates.
- Training and development are important for improving employees' skills and preparing them for future roles. This benefits both individuals and the organization.
Final exam notes - Principals of Management KASBITqazianeel
Human resource management (HRM) involves ensuring an organization has the right employees by managing activities like recruitment, selection, training, and retention. It is critical to an organization's success. The HRM process includes assessing current employees, determining future needs, recruiting to fill vacancies, selecting the best candidates, and providing training and development. Key parts of the process are job analysis to understand positions, developing job descriptions to guide recruiting and selection, using valid and reliable selection procedures to minimize hiring errors, and referring current high-performing employees.
Here are the key points from the group on Training and Development:
- Training and development helps employees improve skills and knowledge to perform better in their roles.
- On-the-job training includes coaching, mentoring and shadowing more experienced employees.
- Off-the-job training takes place away from the work environment, such as seminars, conferences or online courses.
- Development focuses more on career progression through further education or new experiences.
- Benefits of training include improved performance, motivation and retention of employees. It also ensures employees can adapt to changes in technology and work processes.
- Training needs are identified through performance reviews comparing actual to required skills.
- Evaluation of training programs
This document summarizes key topics from Chapter 1 of the textbook "Fundamentals of Human Resource Management". It discusses that HRM aims to attract, hire, retain, motivate and train employees to give organizations a competitive advantage. It also outlines how HRM must operate in a changing global, technological, and diverse work environment subject to various regulations. Continuous improvement, employee involvement, and ethics are important aspects of modern HRM.
This document provides an overview of how to recruit top talents. It begins with a quote from Bill Gates about how important top employees are. The document then outlines the objectives to be covered, which include understanding recruitment processes like job analysis, different recruitment methods, interview types, and how to conduct effective interviews. The rest of the document delves into these topics, providing definitions, comparisons of approaches, steps to take, and tips. The overall aim is to help learn how to identify and recruit the most qualified candidates.
This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time. Talent management aims to attract, retain, and utilize talent to improve productivity and profits. The document discusses how to measure talent management success and the costs of poor people management practices like bad hires. It also emphasizes the importance of succession planning to ensure business continuity and outlines a three stage process for identifying and assessing candidates to integrate into leadership roles.
The document discusses key aspects of human resource management, including the four parts of the HR process, job analysis, recruiting, selection, orientation, training, performance appraisal, compensation, and benefits. It provides exhibits that define terms like job descriptions and specifications. The exhibits describe sources for recruiting, types of interviews and questions, training methods, performance appraisal processes, and compensation considerations.
The document discusses human resource management and its importance. It defines human resource management as the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. It notes that HRM is important for all managers to avoid personnel mistakes, improve profits and performance, and succeed as entrepreneurs. It also discusses the line and staff aspects of HRM, with line managers having direct duties over employees and HR managers having coordinating, advisory, and specialized assistance functions.
The document discusses various aspects of staffing, including:
- Staffing involves bringing the right people into an organization and is key to its success.
- The stages of the staffing process include estimating manpower needs, recruitment, selection, placement, training and development.
- Recruitment can come from internal sources like transfers and promotions, or external sources like advertisements, employment agencies, campus recruiting.
- Selection involves screening applicants and may include tests, interviews, and background/reference checks to identify the best candidates.
- Training and development are important for improving employees' skills and preparing them for future roles. This benefits both individuals and the organization.
Final exam notes - Principals of Management KASBITqazianeel
Human resource management (HRM) involves ensuring an organization has the right employees by managing activities like recruitment, selection, training, and retention. It is critical to an organization's success. The HRM process includes assessing current employees, determining future needs, recruiting to fill vacancies, selecting the best candidates, and providing training and development. Key parts of the process are job analysis to understand positions, developing job descriptions to guide recruiting and selection, using valid and reliable selection procedures to minimize hiring errors, and referring current high-performing employees.
The document discusses the key aspects of human resource management (HRM), including:
1) The main activities of HRM include workforce planning, recruitment, training, performance management, compensation and benefits administration.
2) The HRM process involves planning human resource needs, recruiting and selecting employees, orienting and training new employees, managing performance, and providing compensation and benefits.
3) Common HRM functions are planning human resource requirements, recruiting and selecting staff, orienting and training new employees, managing employee performance and compensation, and ensuring legal and regulatory compliance.
Human resource management involves planning, organizing, staffing, leading, and controlling the human resources of an organization to achieve its goals. The key functions of HRM include staffing, training and development, compensation and benefits, health and safety, employee and labor relations, and maintaining employee records. Strategic HRM aligns the organization's human resources with its strategic goals and objectives. It considers both the internal environment of the organization as well as external factors like laws, the labor market, unions, and the economy. An important part of strategic HRM is conducting an HRM audit to evaluate the current HRM systems and practices and identify areas for improvement.
This document discusses career development and provides an overview of traditional career stages. It explains that traditionally, organizations helped employees advance within the company through career development programs, but now individuals must take responsibility for their own careers. It also outlines Holland's vocational preferences model, Schein's career anchors, and Myers-Briggs typologies as tools to help match skills to careers and preferences. The document emphasizes that individuals are ultimately responsible for managing their own careers through reputation, self-knowledge, networking, continuing education, maintaining options, documenting achievements, and balancing specialist and generalist skills.
The document discusses key aspects of human resource management including:
1) The human resource management process which involves planning, recruitment, selection, training, performance management, compensation, and career development to obtain and maintain a qualified workforce.
2) Important considerations like job analysis, descriptions, specifications, recruitment sources, selection methods, orientation, training types, performance appraisal techniques, and compensation goals and trends.
3) Current issues HR managers face including managing diversity, harassment, and achieving work-life balance for employees.
The document discusses various methods for recruiting employees, including internal sources like promotions and referrals, as well as external sources like advertisements, employment agencies, schools/universities, professional organizations, and online sources. It provides details on the advantages and disadvantages of different recruiting sources and how to effectively utilize them to find qualified candidates.
This document contains a case study on human resources accounting and auditing. It discusses how Human Resource Accounting (HRA) measures the cost and value of employees, and how HR audits assess the effectiveness of HR functions and policies. It then provides examples of case studies where HR audits and accounting helped address challenges at different organizations. This includes improving timekeeping and attendance policies at a family-run business, providing training to address technological changes at a bank, ensuring proper fee collection records at a college, and fixing salary administration issues at a private company. The case studies demonstrate how HR audits can identify issues and help establish processes to address them.
This document discusses different aspects of line and staff authority in human resource management. It defines line authority as the right of line managers to direct the work of subordinates, while staff managers are authorized to assist and advise line managers. The document also discusses different types of human resource professionals, including executives, generalists, and specialists. It outlines several key human resource management functions performed by HR managers, such as staffing, training, compensation, and employee relations.
This study examined human resource management practices in foreign and Nepali firms operating in Nepal. A group of MBM students from Nepal Commerce Campus conducted interviews with 16 companies to understand their approaches to HR structures, recruitment, training, performance evaluation, compensation, and labor relations. The findings showed foreign firms localized some practices like HR departments and compensation, while transferring practices for recruitment selection, training, and performance appraisal. Maintaining labor relations and dealing with trade unions was a complicated issue for all companies. The conclusions note HR practices are a mix of localized and transferred approaches, with room for future studies to provide more insights into attracting foreign direct investment.
This slide is prepare in order to give a highlight for the fundamentals of Human Resource Management through specifying the focus of the topic as basics of HR, Job analysis and HRP as well as Recruitment and Selection
Human Resources is a critical part of any successful business and plays an important role in attracting and developing talent. HR seeks out skilled employees through a targeted selection process and then tracks their performance through management systems to ensure goals are being accomplished. Training and development opportunities are also provided to allow employees to learn new skills. However, performance management can sometimes lack communication and confrontation is avoided, resulting in late feedback.
The document discusses the selection process used by organizations to hire new employees. It describes the typical steps in the selection process as initial screening, application, testing, interview, background check, conditional offer, medical exam, and final offer. It emphasizes the importance of reliability, validity, and avoiding discrimination in the selection process. The goal is to select applicants that will perform well and be legal and fair.
The document discusses recruitment and selection processes at IMS Learning Resources Pvt. Ltd. It begins by outlining the objectives of studying their employee hiring process. It then describes the research methodology and importance/scope of the project. The document discusses internal and external factors that affect recruitment. It provides details on various internal sources of recruitment like current employees, former employees, and referrals. It also discusses external sources such as employment exchanges, advertisements, professional associations, and campus recruitment. The summary highlights the key topics and goals covered in the recruitment and selection case study.
Human resource management involves attracting, developing, and retaining qualified employees to accomplish organizational goals. Key HR responsibilities include recruitment and selection, orientation and training, performance appraisals, compensation and benefits, and employee separation. Motivation theories aim to understand what drives employee performance. Labor unions represent workers in collective bargaining over wages, hours, and working conditions.
Dell was facing declining profit margins after cutting PC prices, so it needed to find new ways to cut costs from its already lean operations. As HR managers, they had to decide what actions in the areas of recruiting, hiring, training, compensation, and developing employees could help support Dell's new cost-cutting efforts.
The chapter introduces human resource management (HRM) as both a core part of every manager's job in activities like staffing, as well as a separate staff function that assists all managers. It outlines the manager's HRM responsibilities and HR's strategic role in formulating and executing company strategy.
The document discusses several innovative trends in human resource management, including managing creativity, virtual teams, and happiness in the workplace. It also covers issues like moonlighting, aging workforces, and how the Beijing Olympics aligned its HRM strategies with its goals of promoting a positive image and protecting migrant workers. The document provides strategies for HR professionals to address challenges with virtual teams, moonlighting employees, and creating happy, engaged workforces.
Report on attrition rates of bpo and itesProjects Kart
The document discusses employee attrition and turnover. It defines attrition and attrition rate and discusses how attrition is affecting organizations in offshore countries like India. High attrition rates of 25-60% are costly for companies that must continually hire and train new employees. The document then examines various reasons for employee attrition, such as organizational matters, poor working environment, job pressures, better pay elsewhere, personal reasons, poaching, and problems with managers. It discusses strategies companies are using to reduce attrition, like better benefits, rewards, work-life balance, learning opportunities, and understanding individual employee needs. The document emphasizes that retaining valuable employees is more cost-effective than replacing them.
Bottom Line Happiness Through Positive Employee RelationsSnag
Michael VanDervort, Executive Director of CUE Inc. and former Manager of Labor Relations for Publix Super Markets, breaks down the role social media, the NLRB and unions can play in building or breaking workplace relationships.
The Role Social Media, the NLRB and Unions Can Play in Building or Breaking Workplace Relationships
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses types of tests, their history and appropriate uses in the hiring process.
Human Resource Management Assignment Sample - Assignment PrimeAssignment Prime
Read this Human Resource Management Assignment Sample prepared by the expert writer of Assignment Prime Australia. We offer assignment sample to all students without charging any cost. Our expert writers covers all subjects and provide the best assignment help to the university scholars. Contact us now to score A+ grade in your academics.
This document provides an overview of employment law basics for manager training. It discusses discrimination laws, harassment, the Family and Medical Leave Act, the Americans with Disabilities Act, and documentation best practices. The presentation aims to help managers recognize applicable state and federal employment laws to promote a productive work environment and avoid liability.
This training module covers sexual harassment policies for supervisors and managers. It defines sexual harassment and identifies federal laws and court cases related to harassment. It explains the difference between quid pro quo harassment, where employment decisions are tied to sexual favors, and hostile work environment harassment, involving unwanted conduct that interferes with work. The module discusses how harassment affects victims and the legal obligations of supervisors to address complaints, including conducting investigations. It aims to help supervisors recognize, prevent, and respond to harassment in the workplace.
Information from Jack Tuckner about Workplace RightsJack Tuckner
This slideshow by attorney Jack Tuckner provides more information for employees and employers about the rights an employee has in the workplace and what he or she can do if these rights are not being appropriately protected.
The document discusses the key aspects of human resource management (HRM), including:
1) The main activities of HRM include workforce planning, recruitment, training, performance management, compensation and benefits administration.
2) The HRM process involves planning human resource needs, recruiting and selecting employees, orienting and training new employees, managing performance, and providing compensation and benefits.
3) Common HRM functions are planning human resource requirements, recruiting and selecting staff, orienting and training new employees, managing employee performance and compensation, and ensuring legal and regulatory compliance.
Human resource management involves planning, organizing, staffing, leading, and controlling the human resources of an organization to achieve its goals. The key functions of HRM include staffing, training and development, compensation and benefits, health and safety, employee and labor relations, and maintaining employee records. Strategic HRM aligns the organization's human resources with its strategic goals and objectives. It considers both the internal environment of the organization as well as external factors like laws, the labor market, unions, and the economy. An important part of strategic HRM is conducting an HRM audit to evaluate the current HRM systems and practices and identify areas for improvement.
This document discusses career development and provides an overview of traditional career stages. It explains that traditionally, organizations helped employees advance within the company through career development programs, but now individuals must take responsibility for their own careers. It also outlines Holland's vocational preferences model, Schein's career anchors, and Myers-Briggs typologies as tools to help match skills to careers and preferences. The document emphasizes that individuals are ultimately responsible for managing their own careers through reputation, self-knowledge, networking, continuing education, maintaining options, documenting achievements, and balancing specialist and generalist skills.
The document discusses key aspects of human resource management including:
1) The human resource management process which involves planning, recruitment, selection, training, performance management, compensation, and career development to obtain and maintain a qualified workforce.
2) Important considerations like job analysis, descriptions, specifications, recruitment sources, selection methods, orientation, training types, performance appraisal techniques, and compensation goals and trends.
3) Current issues HR managers face including managing diversity, harassment, and achieving work-life balance for employees.
The document discusses various methods for recruiting employees, including internal sources like promotions and referrals, as well as external sources like advertisements, employment agencies, schools/universities, professional organizations, and online sources. It provides details on the advantages and disadvantages of different recruiting sources and how to effectively utilize them to find qualified candidates.
This document contains a case study on human resources accounting and auditing. It discusses how Human Resource Accounting (HRA) measures the cost and value of employees, and how HR audits assess the effectiveness of HR functions and policies. It then provides examples of case studies where HR audits and accounting helped address challenges at different organizations. This includes improving timekeeping and attendance policies at a family-run business, providing training to address technological changes at a bank, ensuring proper fee collection records at a college, and fixing salary administration issues at a private company. The case studies demonstrate how HR audits can identify issues and help establish processes to address them.
This document discusses different aspects of line and staff authority in human resource management. It defines line authority as the right of line managers to direct the work of subordinates, while staff managers are authorized to assist and advise line managers. The document also discusses different types of human resource professionals, including executives, generalists, and specialists. It outlines several key human resource management functions performed by HR managers, such as staffing, training, compensation, and employee relations.
This study examined human resource management practices in foreign and Nepali firms operating in Nepal. A group of MBM students from Nepal Commerce Campus conducted interviews with 16 companies to understand their approaches to HR structures, recruitment, training, performance evaluation, compensation, and labor relations. The findings showed foreign firms localized some practices like HR departments and compensation, while transferring practices for recruitment selection, training, and performance appraisal. Maintaining labor relations and dealing with trade unions was a complicated issue for all companies. The conclusions note HR practices are a mix of localized and transferred approaches, with room for future studies to provide more insights into attracting foreign direct investment.
This slide is prepare in order to give a highlight for the fundamentals of Human Resource Management through specifying the focus of the topic as basics of HR, Job analysis and HRP as well as Recruitment and Selection
Human Resources is a critical part of any successful business and plays an important role in attracting and developing talent. HR seeks out skilled employees through a targeted selection process and then tracks their performance through management systems to ensure goals are being accomplished. Training and development opportunities are also provided to allow employees to learn new skills. However, performance management can sometimes lack communication and confrontation is avoided, resulting in late feedback.
The document discusses the selection process used by organizations to hire new employees. It describes the typical steps in the selection process as initial screening, application, testing, interview, background check, conditional offer, medical exam, and final offer. It emphasizes the importance of reliability, validity, and avoiding discrimination in the selection process. The goal is to select applicants that will perform well and be legal and fair.
The document discusses recruitment and selection processes at IMS Learning Resources Pvt. Ltd. It begins by outlining the objectives of studying their employee hiring process. It then describes the research methodology and importance/scope of the project. The document discusses internal and external factors that affect recruitment. It provides details on various internal sources of recruitment like current employees, former employees, and referrals. It also discusses external sources such as employment exchanges, advertisements, professional associations, and campus recruitment. The summary highlights the key topics and goals covered in the recruitment and selection case study.
Human resource management involves attracting, developing, and retaining qualified employees to accomplish organizational goals. Key HR responsibilities include recruitment and selection, orientation and training, performance appraisals, compensation and benefits, and employee separation. Motivation theories aim to understand what drives employee performance. Labor unions represent workers in collective bargaining over wages, hours, and working conditions.
Dell was facing declining profit margins after cutting PC prices, so it needed to find new ways to cut costs from its already lean operations. As HR managers, they had to decide what actions in the areas of recruiting, hiring, training, compensation, and developing employees could help support Dell's new cost-cutting efforts.
The chapter introduces human resource management (HRM) as both a core part of every manager's job in activities like staffing, as well as a separate staff function that assists all managers. It outlines the manager's HRM responsibilities and HR's strategic role in formulating and executing company strategy.
The document discusses several innovative trends in human resource management, including managing creativity, virtual teams, and happiness in the workplace. It also covers issues like moonlighting, aging workforces, and how the Beijing Olympics aligned its HRM strategies with its goals of promoting a positive image and protecting migrant workers. The document provides strategies for HR professionals to address challenges with virtual teams, moonlighting employees, and creating happy, engaged workforces.
Report on attrition rates of bpo and itesProjects Kart
The document discusses employee attrition and turnover. It defines attrition and attrition rate and discusses how attrition is affecting organizations in offshore countries like India. High attrition rates of 25-60% are costly for companies that must continually hire and train new employees. The document then examines various reasons for employee attrition, such as organizational matters, poor working environment, job pressures, better pay elsewhere, personal reasons, poaching, and problems with managers. It discusses strategies companies are using to reduce attrition, like better benefits, rewards, work-life balance, learning opportunities, and understanding individual employee needs. The document emphasizes that retaining valuable employees is more cost-effective than replacing them.
Bottom Line Happiness Through Positive Employee RelationsSnag
Michael VanDervort, Executive Director of CUE Inc. and former Manager of Labor Relations for Publix Super Markets, breaks down the role social media, the NLRB and unions can play in building or breaking workplace relationships.
The Role Social Media, the NLRB and Unions Can Play in Building or Breaking Workplace Relationships
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses types of tests, their history and appropriate uses in the hiring process.
Human Resource Management Assignment Sample - Assignment PrimeAssignment Prime
Read this Human Resource Management Assignment Sample prepared by the expert writer of Assignment Prime Australia. We offer assignment sample to all students without charging any cost. Our expert writers covers all subjects and provide the best assignment help to the university scholars. Contact us now to score A+ grade in your academics.
This document provides an overview of employment law basics for manager training. It discusses discrimination laws, harassment, the Family and Medical Leave Act, the Americans with Disabilities Act, and documentation best practices. The presentation aims to help managers recognize applicable state and federal employment laws to promote a productive work environment and avoid liability.
This training module covers sexual harassment policies for supervisors and managers. It defines sexual harassment and identifies federal laws and court cases related to harassment. It explains the difference between quid pro quo harassment, where employment decisions are tied to sexual favors, and hostile work environment harassment, involving unwanted conduct that interferes with work. The module discusses how harassment affects victims and the legal obligations of supervisors to address complaints, including conducting investigations. It aims to help supervisors recognize, prevent, and respond to harassment in the workplace.
Information from Jack Tuckner about Workplace RightsJack Tuckner
This slideshow by attorney Jack Tuckner provides more information for employees and employers about the rights an employee has in the workplace and what he or she can do if these rights are not being appropriately protected.
Learn the Top 10 Employee Management Mistakes and How to Avoid Them in this informative ebook. This is an excellent resource for small business owners and managers.
The document provides guidance and strategies for former offenders seeking employment. It outlines steps to take in planning a job search such as defining objectives, inventorying skills, preparing a resume, and targeting employers. Specific tips are provided for contacting employers, explaining criminal records on applications, dressing appropriately for interviews, and maintaining a positive attitude. Overall, the document emphasizes the challenges faced by ex-offenders in finding work but notes these barriers can be overcome with preparation, perseverance, and utilizing available resources for support.
Best Practices When Working With People Who Have DementiaSande George
This document provides best practices for professionals working with seniors, especially those with dementia, including placement services. It outlines several risks like legal issues, unhappy clients, and civil/criminal penalties if improper practices are used. It recommends determining the client and their legal authority, creating detailed policies and procedures for intake, options provided, documentation, and staff training. Maintaining thorough client files with intake information, call logs, placement details, and follow-ups can protect the business and help provide the best service. Having clear guidelines helps ensure ethical, compliant work and avoid potential problems.
Create a Harmonious Workplace and Avoid LitigationCase IQ
An optimum workplace environment is critical for the health of any organization. So what specific ingredient creates that optimum environment for you and your associates? Log in to this webinar to find out about the one primary ingredient that will help foster a sense of community, boost employee morale and increase productivity, while at the same time help to protect the business from conflict, workplace violence and employment lawsuits.
In order to achieve this type of workplace, managers, executives and the human resources team must all be on board, creating and enforcing policies that encourage employees to be courteous and discourage conflict.
This document provides an overview of key HR topics such as employment at-will, discrimination, recruiting, performance management, and ending employment. It discusses that employment with the company is at-will but cannot be ended for discriminatory reasons. Discrimination based on protected classes such as race, gender, or age is prohibited. Recruiting practices like interview questions and social media checks must be consistent and avoid topics that could be discriminatory. Performance issues should be addressed through coaching and documentation before ending employment.
The document provides tips for individuals with a legal background to stand out to employers during the hiring process. It emphasizes maintaining a positive attitude, carefully addressing legal history in applications and interviews, and educating employers about programs like the Federal Bonding Program that mitigate liability concerns related to hiring individuals with criminal records. Body language, phrasing, and follow up are also important aspects to focus on during the interview process according to the document.
Investigating and Preventing Sexual Harassment in the WorkplaceCase IQ
It seems every time we turn around there’s another story about a Hollywood or media executive or government official guilty of sexual harassment. Could there be someone like that in your workplace? Unfortunately, yes. Sexual harassment has been illegal for more than 50 years, yet it still runs rampant.
Allegations alone can be enough to bring down a once-powerful executive – and often the company s/he represented. Add to that, the stories from many women, coming forward as a result to allege that men in all sectors at all levels have sexually harassed them and many times their complaints were ignored or swept under the rug. This trend if anything appears to be growing.
Employers, business owners and HR practitioners need to know how to respond to sexual harassment allegations, and what measures they can, and should, take to prevent it from occurring at all.
Join Janette Levey Frisch, “The EmpLAWyerologist” as she outlines the appropriate actions to take when you receive a sexual harassment complaint and how to be proactive in ensuring a harassment-free work environment.
Some of the Many Things You Will Learn During this Informative HR Webinar include:
Your legal obligations to prevent harassment in your workplace
What constitutes harassment and the types of harassment that can occur in the workplace
Proper responses to allegations of sexual and unlawful harassment in the workplace to protect your organization
What to do if the alleged harasser, is your CEO or a “C” Suite Executive?
Understanding and complying with your obligations regarding confidentiality and refraining from retaliatory actions.
And much more
The document provides guidance on various aspects of the job interview process, including:
- Conducting an interview involves asking the right questions to get the right information about candidates. Interviews should include rapport-building, open-ended, probing, and non-question questions.
- Candidates should shake the interviewer's hand, appear neat, clean, friendly, enthusiastic and have good communication skills. Interviewers will scrutinize answers and want specific examples of skills and experiences.
- Candidates should prepare for tough questions by staying calm, listening, asking for time to think, using emergency tactics if needed, and avoiding illegal questions about personal details.
The document provides guidance on interviewing candidates for accounting and finance positions. It outlines common hiring criteria like leadership, problem-solving skills, and communication. It also provides sample interview questions in different categories such as behavioral, motivation, and management skills questions. The document advises avoiding illegal questions about age, disability, or marital status. Overall, the document aims to help users properly evaluate candidates and extend job offers.
This document provides information about sexual harassment, including definitions of quid pro quo and hostile work environment harassment. It discusses court cases related to these topics. It also covers how to file a sexual harassment complaint, the role of HR in addressing complaints, and tips for documenting harassment. The document contains a quiz about sexual harassment and links to videos further explaining the concepts.
This document provides guidance for employers on hiring right in 2022. It discusses how a tight hiring market can lead to mistakes and advises striving for the ideal candidate rather than settling. It outlines legal do's and don'ts for interviews such as avoiding questions about protected classes and medical history. Recommended interview questions focus on skills, experience, and judgment. Employers should research candidates online but avoid unauthorized access. The document also covers pre-employment drug testing, background checks, physicals, I-9 forms, and the importance of taking time with hiring decisions.
This document discusses the importance of having an employee handbook and outlines key policies and topics that should be covered. It notes that an employee handbook helps orient new employees and defines the employment relationship. The document lists minimum requirements for an employee handbook and provides a sample table of contents covering policies on workplace commitments, employment classifications, leave, discipline, health and safety, benefits, and termination. It also discusses common mistakes to avoid in drafting an employee handbook and new topics that should be addressed, such as LGBT rights, smoking and marijuana use, attendance, overtime pay, and data privacy.
This document discusses several ethical issues facing human resource professionals. It begins by noting the increasing importance of ethics in the workplace. Employees expect companies to address issues like sexual harassment, diversity and inclusion proactively. The document then examines specific ethical challenges HR professionals may face, such as dealing with illegal or unethical behavior, privacy and confidentiality concerns, conflicts of interest, discrimination, bullying, and having an unethical supervisor. It emphasizes the importance of policies, codes of conduct, values statements, and training in creating an ethical workplace culture and gives recommendations for how HR can effectively handle these complex situations.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
HR for Non-HR OCHRS 06 22 2017
1.
2. James H Scholes @Wonderfultastic
· 08 Feb 2017
Disgruntled/misunderstood? Try
asking someone why they are
disgruntled & not assume. You may
be the first to care enough to ask;
try & see!
James H Scholes @Wonderfultastic
· 16 Mar 2017
•What I perceive I project, what I
anticipate I create, is your
expectation of the day positive? You
create the atmosphere you live in!
James H Scholes
@Wonderfultastic · 07 Feb 2017
Have you ever met anger with
kindness? Hate with compassion?
Fear with trust? If yes I bet you
earned a lifelong friend, if not, a
new enemy.
James H Scholes @Wonderfultastic
· Feb 2017
When asked "how are you" there is
great opportunity to set a positive
tone for the rest of the interaction...
do you seize it?!!!
James H Scholes
@Wonderfultastic · 16 July 2016
Life is a series of events. You can blindly take
them as they come or anticipate, plan and cause
your own events which you control! Choose!
James H Scholes
@Wonderfultastic · 09 Feb 2017
When u meet someone new, do you look for
reasons to like them or reasons not to? That
tells a lot about your presets. Only you can
change it
3. Why is Wonderfultastic.com giving this to a group of HR
professionals?
As a take home for you to use within your business and with
your front line supervisors/managers.
This is your official written notice you may
copy/alter/tweak/change to fit your company and a full release
for use within your company. You may not publish this in any
publication, media, website, or similar outside your current
organization without prior written consent beyond this
document.
HR for Non-HR Leaders
4. Why do managers need this training? Why does the company
need managers to have this training?
Do they need to be HR experts and if so, what is HR needed
for?
What do managers need to know about leave?
Managers do not need to become an FMLA expert or an ADA expert,
but you need to know indicators that let you know HR should be
informed.
Basic employment law overview.
What is retaliation and how can it cost the company and cost
individuals legally?
HR for Non-HR Leaders
5. What does accountability look like?
What are the true purposes of discipline?
How do managers handle ‘inherited’ issues?
Last boss didn’t hold accountable/didn’t care, how can I enforce rules?
Other departments are not following rules, how can I?
The importance of organization and documentation.
Communication: tone/style/effectiveness/purpose
Conflict management
Safety
HR for Non-HR Leaders
8. • The big 6
• Sloppy documentation. Manager’s documentation should never, ever seem
subjective. It should always be written as if it could wind up in a jury’s hands.
• Inflated appraisals. This can make it impossible to justify a discipline decision
in court.
• Applying policies inconsistently. When managers don’t apply their policies
to all employees, it leaves the company wide open to an array of
discrimination suits.
Another critical mistake in this area: Not knowing certain policies even exist.
Why do managers need this training?
Why does the company want me to have it?
9. • The big 6 continued
• Being unaware of the law. It’s become a troubling trend in employment law
cases: Front-line managers blatantly admit to not knowing about laws like the
FMLA or the ADA. Managers need to be trained on the ins and outs of these
critical employment laws.
• Ignoring complaints. Granted, some employees complain incessantly. But to
stay safe, each and every compliant about unfair treatment or harassment must
be taken seriously and investigated.
• Blatant rudeness. Sometimes there’s a fine line between being stern and being
flat-out rude. But when managers err toward the latter, it can make employees
think they disapprove of a specific protected trait — such as age, race or gender
— and potentially lead to a discrimination lawsuit.
Why do managers need this training?
Why does the company want me to have it?
10. We can see, incorrect handling of employees can lead to
claims of discrimination, hostile work environment,
harassment and host of other claims costly to defend even if
false… even more costly if proven true or possibly true.
Example next page…
Example
11. Example: Joe is your “good” employee and is late today. Since he
is a good employee, you ‘let him slide’. John is a problem
employee often late. Today you write John up for yet another
offense, which by policy, means he receives a 3 day suspension.
Joe is a 24 year old white male while John is a 45 year old African
American male. John tells HR (or worse, goes straight to an
attorney or the EEOC) that he knows Joe and a couple of others
are ‘favorites’ and do not get written up when late. The supervisor
did not punish John due to his age or race, nor did he let Joe slide
due to his; however, the IMPACT was the same, whether
intentional or not.
Example details
12. How do you handle and not have to worry about making the
“good” employee angry?
Conversation goes like this: “Joe, I know you haven’t
been tardy/absent before and it will probably be a while
before you are again. Obviously there are others that are
abusive of these areas and to be consistent we will just
document this isolated case so we may also hold those
who abuse the privileges may also be held accountable. I
am sure you understand.”
Example 2
13. In short: No, you do not need to be HR experts, there are some
guidelines that will help you use HR as your partner; however.
You do NOT need to know all the details of the various Acts and Laws but you do
need to recoginize indicators as to when to involve your HR partner.
Some examples:
FMLA – Do not need to know the law, need to know signs there MAY be an event that
qualifies.
ADA – Do not need to know the law, need to know phrases, actions and requests that
may indicate HR needs to look into whether ADA applies.
USERRA – Do not need to know the law, need to know indicators USERRA may apply
and involve HR.
Pregnancy Act – Do not need to know the law, need to know some basics of what is
covered and how to work within those parameters.
Do you need to be HR experts and if so,
what is HR needed for?
14. What are some basic laws governing employees and how employers interact?
Right to work
What does that really mean? Can I really fire someone for any reason and not have
documentation? Can I just tell them “we don’t need a reason, this is a right to work state.”
Retaliation under the EEOC and Title VII of the Civil Rights Act
What can be worse than what a supervisor is first accused of?
Percentage of EEOC cases involving ‘retaliation’ claims.
https://www.eeoc.gov/eeoc/statistics/enforcement/charges.cfm
What constitutes retaliation?
If I never held the employee accountable before but start after a complaint, is that
retaliation?
Hostile work environment
What do you think constitutes a hostile work environment?
Basic employment law overview
15. What do you think accountability is?
For you?
How do you like to be corrected?
For your employees?
What does accountability look like?
16. How do you hold someone accountable?
Let them know what they will be held accountable for:
Standards
Quality & Quantity
Metrics
Behaviors
Let them know consequences of non-compliance
Consistency
Favoritism or even appearance of favoritism
Positive reinforcement
Public versus private
Reinforce desired behavior
What does accountability look like,
continued…
17. What are the true purposes of discipline?
Is discipline to punish?
To correct undesired behavior or results?
What must be included?
What was not done correctly/missed/needs to be done
differently?
What is the correct/desired way/method/etc.?
What are the consequences of not correcting?
What help is offered?
What does it require and what does it not require?
What is the true purpose of discipline?
(& evaluations)
18. • Does NOT require:
• Raised voices
• Disrespect in any form
• Personalization of discipline
• Make it about the action or function,
not the person.
• DOES require:
• Respect
• Professionalism
Requirements and non-requirements of
discipline:
19. • You may ask: The last person didn’t do any discipline or hold anyone
accountable, how can I now reign it in and enforce?
• Bring the team together.
• First ask them what issues they see getting in the way of efficiency.
• If you are lucky, things will come up that you can then address and it will
be viewed their idea to make changes.
• Discuss openly the lax environment that was there and what it has caused:
• Less efficiency, which gets everyone paid and bonuses
• More work for those who do work hard
• Chaos and confusion as to what the rules are.
How do you handle inherited issues?
20. • Other departments/managers are not following rules, how
can I expect to hold employees accountable?
• See above for first steps
• Discuss with your manager professionally and openly the
differences you see. Not a tattletale, just an observation of an
obstacle to you being as successful as you would like to be.
• Nothing prevents you from getting together with other peers and
discussing a consistent approach. Involve the manager after initial
agreement to begin.
All alone in following the rules?
21. • What problems can “I thought I would just handle it myself in the
department” cause?
• Supervisor sits the employees down, makes them shake hands and go back to
work.
• What is the potential problem there?
• Supervisor “handled” it 3 months ago, now the same employees are involved
in conflict again.
• What issues can this cause for the company? For you?
• They are a great employee, so I gave them a chance. I didn’t
document.
The importance of consistency, organization and
documentation.
22. Purpose
Before we begin, what is the
goal of the communication?
What is the atmosphere of
where the communication will
take place?
What do I expect as
feedback/pushback?
Ready with answers
Tone
Does tone affect reception?
How do we like to be
addressed?
Style
Are we haphazard?
Does our style say we are
not serious? Too joking?
Are we stern?
Are we professional?
Effectiveness
Ask what we just said as a
listening check.
Follow up next day/week/month
Communication: Purpose, Tone, Style & Effectiveness
23. • What is a conflict?
• Does anyone like a conflict?
• Honestly, there seems to be but:
• Do they just need focus for their
energy?
• Do they just need attention?
• How can you better meet their need
for attention?
• Is there ‘good’ conflict?
• Examples
Conflict Management
Knowing when to involve HR, how to document complaints, performance and improvement plans all lend to an efficiently running operation. Consistency is needed to avoid frustrating good employees who can quickly become problem employees.
How? Employees who see “problem employees” get ‘chances’ may feel “why do I need to try harder when they do less and get the same pay and raises as me?”
Knowing when to involve HR, how to document complaints, performance and improvement plans all lend to an efficiently running operation. Consistency is needed to avoid frustrating good employees who can quickly become problem employees.
How? Employees who see “problem employees” get ‘chances’ may feel “why do I need to try harder when they do less and get the same pay and raises as me?”
Knowing when to involve HR, how to document complaints, performance and improvement plans all lend to an efficiently running operation. Consistency is needed to avoid frustrating good employees who can quickly become problem employees.
How? Employees who see “problem employees” get ‘chances’ may feel “why do I need to try harder when they do less and get the same pay and raises as me?”
Knowing when to involve HR, how to document complaints, performance and improvement plans all lend to an efficiently running operation. Consistency is needed to avoid frustrating good employees who can quickly become problem employees.
How? Employees who see “problem employees” get ‘chances’ may feel “why do I need to try harder when they do less and get the same pay and raises as me?”
FMLA
If an employee misses 3 or more consecutive days, notify HR. We can then determine if there is an FMLA event
If an employee mentions caring for a seriously ill relative frequently, notify HR.
If an employee mentions surgery coming up, ongoing illness, or misses often for doctor appointments, do NOT question them on specifics, notify HR.
EE does not have to request FMLA for an event to be covered if the employer should have a reasonable expectation of knowing.
ADA
If an employee mentions a handicap; permanent disability; limits to their ability to do their job or anything similar, notify HR.
Reasonable accommodation
Does not mean what you think is reasonable for your area, it means overall to the function, company ability to grant the request and more. HR will know the proper avenues to pursue.
Do NOT make accommodation as supervisor only decision.
USERRA
If an employee mentions a close family member being deployed, coming home, receiving a promotion, injured while active duty, caring for the military family member or other major instance involving a close family member on active duty, notify HR.
Pregnancy Act
Do not make assumptions as to ability to do their job. If it becomes apparent or the employee states they cannot do all of their required job function, get HR involved.
Right to work
Retaliation
44.5% of EEOC claims in 2015 included retaliation as a claim.
Hostile work environment
Does it have to be physical conditions or can it be emotionally hostile?
Who decides it
What can be done to prevent claims of a hostile work environment?
Is a hostile work environment only caused by a supervisor or manager?