One of the best things you can do for your career is learn how to be a great communicator. After all, if you’re unable to get your point across in a way that inspires others to take action, how can your HR initiatives (or your career) possibly succeed? In any workplace conversation—whether it’s with a direct report, a peer, or the boss’s boss—effective communication skills are what distinguishes a good employee from a great leader.
The end of the last century saw the beginning of the Fourth Industrial Revolution, marked by the technology-based fusion of biological, digital, and physical worlds that is not changing the way people work but is in fact driven by the way people work. In recent decades, the business landscape has undergone tremendous change. People rarely stay in one job for decades, for example. Changes in social behavior and demographic shifts (notably, the arrival of Millennials, who gravitate toward flexible and entrepreneurial careers) have altered the shape of the workforce. In the wake of the Great Recession, the gig economy has arisen to help workers achieve independent “job security,” and personal marketability, and better work-life balance (with the standard “9 to 5” schedule is on its way out). And digitally connected work environments are displacing traditional brick-and-mortar office space.
As a result of a Reduction in Force (RIF), we have had to reassign certain tasks to other remaining employees. What are some ramifications I need to be aware of as a result of doing so? (i.e. review job descriptions, exempt/non-exempt status, etc.)
Any time you create a program, it’s necessary to measure the results. Even the incredibly informal “Let’s do it and see what happens” approach considers evaluation. But the measurement and evaluation portion of any program needs to be well thought out. Measure the wrong thing and the program can look like a failure (when it’s not) or vice versa.
Topics: Human Resources
Organizations are increasingly moving away from employing traditional training methods and toward building coaching cultures. Rather than follow the customary process in which management delegates assignments and solves problems as they arise, coaching empowers employees to work through challenges by guiding them to solutions. It encourages and prepares them to solve problems creatively, assume responsibility for their actions, and feel more connected to the company culture. Strong coaching cultures can lead to improvements in employee engagement, productivity, team function, and revenue growth.
The term “optimized” tends to get thrown around a lot, especially when talking about employee scheduling. But what does it really mean?
Firing an employee, delivering a not-so-great annual review, policing employee conflict–there are many uncomfortable tasks that fall on the shoulders of an HR manager. But when asked what part of their job makes them most nervous, a common answer is unemployment hearings.
Leaders are busy people who need to set and manage priorities, often dismissing or delegating tasks that don't provide a strong return on their investment of time.
Nonetheless, there's one area of responsibility that leaders should never ignore...their employees.
I have an employee that filed a complaint against their supervisor for alleged harassment. An investigation has been completed and it was determined that there was no harassment and the issue was resolved. I am very concerned about the employee and their supervisor being able to work effectively together in the future. What can I do to help them move forward after this situation?
The Employment Enterprises team will be at booth #33 at the 2017 VA SHRM Conference "The Joy of HR." Stop by to discuss our workforce solutions, view a live demo of a digital flipbook for employee handbooks and sign up for a chance to win a digital flipbook for your company.