- HR owns the overall talent management processes. In conjunction with other managers, HR leads the way in management development, performance management, succession planning, career paths, and other aspects of talent management.
- HR is responsible for the over-all recruiting of a superior workforce. HR needs support from hiring managers who are also responsible for recruiting a superior workforce. HR must provide leadership, training, scheduling assistance, a systematic hiring process, recruitment planning processes, interview expertise, selection monitoring, and more.
- HR recommends market-based salaries and develops an overall strategic compensation plan. HR provides guidance to managers as they determine the salary ranges within their organizations.
The importance of HR is easily overlooked in the busy day-to-day operations of the workplace. But without its contributions to the development of people and organizational strategy, the organization would not be successful. A strong HR function is critical to the achievement of organizational goals and objectives by creating employee-oriented, productive workplaces in which employees are energized and engaged to get things done. Here are the reasons why:
Compassion is more than an emotion. It is a felt and enacted desire to alleviate suffering. It can be described as noticing when pain or sorrow is present in an employee, noticing when employee morale is low, feeling concern for people suffering, and taking action to alleviate suffering in some manner. Compassion is central to human well-being, for those who provide it as well as for those who receive it.
Workplaces are a gathering place for people—people who sometimes bring pain, sorrow, suffering, etc. with them to work—whether we know it or not. Organization’s expectations have been that employees come to work and function at a high capacity with no excuses. That can be difficult for some who are consumed by these issues at times. Some common sources of suffering flow from outside work boundaries, when people suffer from illness, injury, loss, divorce, financial pressures, addiction, or other hardships. Forms of suffering that arise from work itself are, downsizing, restructuring, change processes, the stress of heavy workloads, performance pressure, feeling devalued, disrespectful interactions, and other organizational sources. Without compassion, organizations can become powerful amplifiers of human suffering.
Imagine in a busy, high-pressure workplace where competition is rampant, that an email announcement is sent out about a fire that destroyed an employee’s home. People who open the announcement in their crowded email box feel a fleeting sense of concern—a concern that has to compete with the competing objectives of their jobs. Unfortunately, the feelings of empathy are dismissed as they turn their concern to the next deadline. Compassion is an irreplaceable dimension of excellence for any organization that wants to make the most of its human capabilities.
By now you probably already heard that the U.S. Citizenship and Immigration Services (USCIS) published a new version of the Form I-9. Beginning on September 18, 2017, employers are required to start using the revised form with a revision date of 07/17/17 N and continue to follow existing storage and retention rules for any previously completed Form I-9. While the changes are subtle, failure to comply by the September 18 deadline, or the Immigration and Nationality Act (INA) in general, can be costly to your bottom line. This was recently illustrated in the case DLS Precision Fab LLC v. U.S. Immigration & Customs Enforcement, 2017 WL 3378997.
I-9 Changes Overview:
Revisions to the Form 1-9 instructions:
Are you happy with your current organizational culture? Does your culture support your employees in producing results for your business or does it impede your business progress? Is your culture yielding the results you desire from your workforce, or is it limiting your success?
Culture is the underlying assumptions and norms that determine how things are done in the organization. A coherent culture is based on shared values and beliefs, and the evidence they are shared is that they shape behavior across the organization. The challenge for leadership is knowing how to instill or modify those assumptions and norms in the direction that is needed.
The Benefits of Strong Culture
First, there are clear benefits to having a strong, unified company culture:
Most people are familiar with the term job description. It is the document that outlines items such as job responsibilities, experience, education, skills, etc. A dreaded document that most managers hate to prepare or fail to see the overall importance of having such a list. But what most managers do not understand is that a job description is an essential component of a successful people strategy.
First, job descriptions provide clarity and outline expectations. They help employees understand the fundamental framework for their job. Without job descriptions employees find themselves interpreting the job as they see fit, bogged down in a quagmire of tasks that may not be job-related or do not add value to the business strategy. Employees don’t have a clear focus on where they should spend their time or what tasks are the most important if it is not provided in a job description.
Have you ever wondered if substance abuse exists in your workforce or if some of your employees have a drug or alcohol problem? The answer to that question, unfortunately, is “most likely.” Substance abuse is common, and the costs of substance abuse are high for employers. Of all substance users, 68.9% are employed and active in the workplace, according to the Substance Abuse and Mental Health Administration (SAMHSA). Because substance abuse is so prevalent among working adults, employers must understand the impact that it has on absenteeism, productivity, and efficiency at work.
Employees with substance abuse issues often:
Like them or not, employee handbooks are an important part
of the employer/employee relationship. They outline policies
and practices, set expectations, and provide employees with
useful information for navigating the organization.
Unfortunately, most employee handbooks are boring, difficult
to understand, and sometimes read like bad instructions for
prefab furniture. This discourages employees from reading
them, thus rendering them useless until it’s time to hold
someone accountable to work policies.
Who ever said that employee handbooks had to be constructed this way? Why can’t they be more appealing, fun, creative, etc.? The answer is, they can! Employee handbooks should be a reflection of your organization, its culture, its personality, and its language. Think of them as a living document—the spokesperson of the organization. What should that person be like? What’s their tone, language choice, etc.?
Whether we want to admit it or not, we are experiencing times of tremendous change. It is a time requiring us to think differently about how we lead others for the betterment of a healthier whole. Great leaders know that managing uncertainty is a matter of putting themselves in the shoes of their employees and delivering the compassionate leadership they expect. People don’t want good intentions from their leaders during times of uncertainty; they want their leaders to be not only strong, confident and decisive, but transparent and vulnerable enough in their leadership role to express a sense of genuine care and concern.
Leaders that are focused more on what a particular moment in time means to them have the tendency to unknowingly fuel tension with their employees instead of finding ways to engage them. They miss opportunities to use moments of uncertainty and change as critical experiences to propel learning and development. A leader’s role is to neutralize the uncertainty by communicating often and providing their employees with unique perspectives and knowledge. Employee engagement thrives when they are empowered with as much direction, certainty and involvement as possible—as this shows that you value and respect them.
Written by Misty Resendez, Phd
The unemployment rate dropped significantly from 4.9 percent to 4.6 percent in November 2016, according to the monthly jobs report from the Bureau of Labor Statistics released Dec. 2. Economists consider “full employment” the number of people seeking jobs equal to the number of job openings. That number is under 5 percent right now, compared to 10 percent during one of the worst recessions in our history. Consistent job growth is the reason that number is down. Those jobs, however, are not always full time. A growing number of jobs today need employees for part time work.
Based on an article in SHRM, the main reason the unemployment rate is down doesn’t have to do with what you might think. A large majority of Baby Boomers have retired and young people, who in the past were in the workforce, are still in school.
The unemployment rate does not factor in those individuals who are “underemployed” meaning they have a part time job but want full time work. The share of people working part time because they can only get part-time hours is 44.6 percent higher than it was in 2007, according to new research from the Economic Policy Institute (EPI), a think tank based in Washington, D.C.
Research shows that many U.S. workers feel underemployed, which could drive down productivity. They are not making good use of their skills and feeling underappreciated. That has a major effect on HR professionals who want positive employee satisfaction and engagement.
Written by Katie Silvers
America has made history as of early morning November 9th, 2016. Not only was this election the biggest it has ever been with more Americans voting than any other election season, it is also the first time the President Elect has no political experience whatsoever. Americans everywhere have been wondering what will change with a President Trump, we are wondering how it will impact the HR world.
Recently I read an article by Ere Media that put Trump’s policies in perspective. Trump doesn’t support minimum wage. He suggests that tax breaks will be better for American workers. Trump is likely to reverse the changes the FLSA proposed. Though we don’t know exactly where Mr. Trump stands on gender pay equity laws, we know he does not support policy action regarding pay equity laws. It is not likely that we will see any laws passed regarding this issue. Trump is wanting more time off for working mothers as he supports a 6 week paid maternity leave. His policy does not however support paternity leave or leave for adoptions. Trump will repeal and replace “Obamacare” and create his own health care insurance policy (Mykkah Herner, Ere Media).
We can say that a lot of the major issues will change but not as dramatically as we once thought when he was campaigning. Trump’s policies will impact HR but the changes he wants will take time.
Written by Katie Silvers
Jeremy York, SPHR possesses over 15 years of HR experience and is passionate about helping businesses achieve their goals through their people.