Product Id: 50013
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Why is proper onboarding so important? Your organization, and the applicants who want you to hire them, invest a great deal of time and resources in the hiring process.
During the selection stage, the hiring manager will make the decision to extend an offer of employment with the assumption that the applicant will fit in and be an effective performer who is satisfied in the position and committed to your organization.
The applicant accepts a job based on the same assumption.It follows, then, that onboarding is an important subsequent step in solidifying those decisions. It increases the likelihood of achieving the organization's expected outcomes, i.e.,effective job performance, job satisfaction, and commitment to your organization.
An effective employee handbook outlines the benefits and responsibilities of the employment relationship. The purpose of the handbook is much more complex and powerful than employers may realize. A solid onboarding program assists organizations in attracting and retaining top talent, engaging employees early on, boosts business growth, builds trust and alignment, forges connections with employees, encourages open communication, and decreases turnover.
Sounds easy to achieve, right? The reality is successfully onboarding new hires for long-term happiness and productivity can be extremely challenging. A successful new hire orientation process requires planning, execution, and follow-up of learning experiences with the new employee from the first contact. And the process doesn't end there.Ongoing interaction with the new employee is essential.
Organizations could also experience additional challenges when developing an effective onboarding program. These challenges include preparation costs to the inability to personalize training and orientation.
Don't short-change your new hires, and your organization, by not taking the time to develop a successful onboarding program in order to effectively welcome new hires onboard.
The absence of solid documentation is the single most common mistake employers make when handling employee performance, behavior and discipline issues. Not properly documenting, or not documenting at all, can hurt employers in several ways.
Documentation can make or break a manager's ability to discipline, terminate, fairly promote, reward and recognize employees.
Additionally, solid documentation will become an employer's best friend when an employee brings discrimination or other employment-related claims against the organization.
Possessing a solid understanding of the do's and don'ts of documenting employee performance, discipline, and behavior is an essential tool for managers and supervisors because they need to make a serious effort to effectively record all events in the employment history of their employees - both positive and negative.
When an employee complains that he or she is experiencing harassment of any type, the employer has a legal, ethical, and employee-relations obligation to investigate the charges thoroughly. The employer can't decide whether to believe the employee but must take him or her at their word.
If an employer hears rumors that harassment is occurring, the employer must investigate the potential harassment. This may include hearing gossip from other employees, it may involve instances in which non involved employees or friends of the targeted employee bring up the subject with Human Resources to help their coworker or friend who is embarrassed to go to HR. It can also include any instance in which an employee tells HR about questionable behavior that they have witnessed.
These are examples of just how seriously employers must take sexual and any other form of employee harassment that is or may be occurring in their workplace. Assuming the decision is made to investigate the report, there should be protocols in place to get started, including a method for choosing the investigator, assigning the case and tracking and reporting on the investigation.
It's imperative that employers understand how to evaluate the scope of their internal investigations, how to document steps taken along the way, and how to insulate their organization from subsequent lawsuits. Additionally, it's also important for employers to ensure all parties are treated fairly during the process and be sensitive to how the organization's process is communicated and implemented.
While no employer wants to be accused of harassment, all employers need to be armed with the knowledge of how to proceed should they find themselves in the position not having to defend themselves against a harassment charge. Employers must ensure they are properly prepared at the outset of an investigation to conduct effective and legally-compliant investigations into the harassment.
Are you confident your organization is in full compliance with Federal immigration laws, or are you at risk for being assessed costly fines, or worse, for potential violations?
In an effort to control illegal immigration, in 1986 Congress passed the Immigration Reform and Control Act (IRCA). The IRCA was enacted to legalize approximately three million undocumented immigrants, while at the same time, attempted to deter future undocumented immigration. In order to be in compliance with IRCA’s directives, all U.S. employers must complete a Form I-9 for each employee hired after November 6, 1986.
It is a violation of Federal immigration law for any employer to knowingly hire employees who are not authorized to work in the United States. The Federal Form I-9: Employment Eligibility Verification, is used by employers as a record of their basis for determining eligibility of an employee to work in the U.S. The form is maintained by the employer and made available upon request for inspection by officials of the Department of Homeland Security, The Department of Labor, and the Office of Special Counsel for Immigration Related Unfair Employment Practices.