As I promised last week here is HR in a nutshell. Let me begin by saying this is a breakdown of all HR functions and may/does not apply to every organization/company. That being said every organization that has an HR department or office performs many of these duties. Many organizations outsource some of these duties especially the administration of compensation and benefits. Smaller organizations outsource most of these duties. Smaller organizations also do not deal with employee development, employee/labor relations and EEO. Most organizations do not deal with risk management unless part or all of their workforce performs manual labor.
Strategic Management – is responsible for employee retention, succession planning and forecasting short term and long term hiring/layoffs
Workforce Planning & Development – is responsible for recruiting and the entire hiring process (e. g. interviewing, employee orientation etc.)
Employee Development – is responsible for assessing the training needs of the company and providing the training
Compensation & Benefits – is responsible for the administration of salaries, life and health benefits and retirement counseling
Employee/Labor Relations & EEO – is responsible for providing employees with a mechanism to file a grievance(s) against another employee or management, providing a mechanism for management to take a disciplinary action(s) against employees, resolving union/management issues, recruiting and maintaining a diverse workforce and ensuring the company is in compliance with affirmative action laws
Risk Management – is responsible for the mental health of employees (e. g. grief counseling and administering the employee assistance program), ensuing the company is in compliance with Occupational Safety and Health Administration laws, administering the disability or workman’s compensation program and performing background investigations on current or potential employees.
If you have any questions please leave a comment or email me at email@example.com
Starting next Monday I’ll be blogging every Monday.
This week I’m going to be brief and to the point. As I’ve stated before, this blog is all about creating a healthy work environment that will in turn lead to a more productive and profitable organization. Management is responsible for creating or maintaining the environment in the workplace. For some reason even in 2013 management does not or will not get the fact that happy employees make for productive employees. Check out this blog post by the Human Capital division of the American Society for Training and Development. Management get on your JOB and start creating a happy workplace for your employees.
Happy Work Environment
Instead of waiting for two weeks to go by before I make another post check me out next Monday. My post will explain HR in layman terms. It will demystify HR for everyone. The post will be for people who don’t know the functions of HR, hate HR and especially those of you who have had a bad experience with HR.
If you want to reach me you can email me at firstname.lastname@example.org or leave a comment.
In the last post I talked about confronting an employee regarding their future with your company. In his blog post on April 3rd Dan Steer gave an excellent example of how the CEO of his previous employer helped Dan realize that he would not be a good fit for the company Dan Steer.
Now back to turning this unproductive employee into a productive employee. Their lack of productivity could be as simple as a lack of organization. They could be a slow worker (working hard but not smart) or mismanagement of their time. Then the granddaddy of them all, they may not have the skill-set to perform the job.
Before we get into making them productive remember you can take a personnel action against an unproductive employee, however it must be based solely on job performance.
Once you determine the cause of their unproductiveness you have to decide if you’re willing to invest the time, money or both into developing this employee. Some skills can be taught on the job such as; teaching someone how to work smarter and not harder, simple organizational or time management skills. If they need formal training that may be a tough pill to swallow. In our current economic climate companies are struggling not to lay people off so paying for formal training maybe out of the question.
It could be more cost-effective to train them rather than hire someone. If you decide to hire someone you have to decide if you’re going to hire internally or externally. An internal hire would eliminate the learning curve and the new employee could hit the ground running but you don’t know how soon they will be able to start. You don’t know what projects they are currently working or if their supervisor is willing to part with them. If you hire externally you have the cost of advertising the job, the time spent interviewing applicants and so on. Is it worth not training them? I’m not suggesting you keep an unproductive employee around just because it may be difficult to replace them. I’m just saying count the cost before you make a decision.
If you want to reach me you can email me at email@example.com or leave a comment
It’s true. My last CEO did a great job of making me sureI wanted to leave.
He officially joined the company in January of 2008, but I personally never saw him being active until the middle of February. In those first 6 weeks, he went around the rest of the world on a very expensive road-trip, visiting every branch of the company, talking with as many people as he could to find out who they were, what they wanted, how they operated and what was important to them.
When he finally arrived in Belgium, he did the same thing with most of our staff, including me. His approach, it seems, was always the same: He would ask a few questions, listen a lot and then say what he had to say. When he spoke, everything made sense. With me, it even made me decide to leave.
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