Employee Relations

How to write effective and legal job descriptions

05/25/2010

Job descriptions are the cornerstone of communication between managers and their employees. After all, it’s hard for supervisors to measure job effectiveness during performance reviews unless they and the employee both know what’s expected. Here’s how to do job descriptions right.

Adding up what works–and doesn’t–in a recession

05/24/2010

It seems the recession has taught the nation’s bean counters a few things about what works when it comes to employee retention and satisfaction. In a new survey by Robert Half Management Resources, chief financial officers admit their biggest take-away from the recession is that they need to take better care of their workers.

Go beyond ‘benefits brain dump’: Educate year-round

05/21/2010

For too many employers, “benefits education” consists of dropping an annual benefits statement in front of the workers and saying, “See you next year.” However, a new Hewitt Associates survey says U.S. workers’ biggest complaint about their employee benefits isn’t cost or access—it’s that employees don’t understand the benefits they already have. Here are inexpensive ways HR can educate employees year-round:

Volunteerism can benefit your bottom line

05/19/2010

Don’t be surprised if the new college grads who interview for jobs with your organization this summer tell you they’re looking for an employer that gives back to the community. Employee volunteer programs are morphing from a “nice-to-have” benefit to an expectation among employees and recruits—and it’s happening quickly. Here are five tips for starting a volunteer program:

Checklist: 15 questions to ask employees in their first 60 days

05/18/2010

How’s that new hire fitting in? To find out, have managers meet with their new employees within the first 60 days. The goal: Discover what new hires like and dislike about the job and environment, see if the job meets their expectations and nip potential problems in the bud. These 15 questions can steer the conversation.

Loose lips sink employers: How a manager’s convenience store visit cost $100,000

05/18/2010

Employment law risks don’t disappear the minute your managers leave the building at the day’s end. Those risks follow managers around constantly. That’s why you should make clear to supervisors that they should never discuss personnel matters outside the workplace—even at the corner Kwik-E-Mart.

Disciplinary mistake? Set it right–pronto!

05/17/2010

We all make mistakes, especially when acting in haste. Unfortunately, a mistake in the employment law world can mean an expensive lawsuit. But courts are inclined to forgive employers that genuinely try to make things right. That’s why employers should fix errors and make sure they remove any potential negative effects of disciplinary actions.

What do employees want from their managers?

05/14/2010

Inspiring leader … Quiet problem-solver … Compassionate mentor. Different employees crave different things from their managers. Unless you’re a mind reader, it’s impossible to know exactly what your staff wants from you. But a survey of 500 U.S. employees—published in the book, What People Want, by Terry Bacon—reveals what matters most to workers.

E-Mail and Internet Usage: Legal Risks & Sample Policy

05/11/2010

Employers have any number of legitimate reasons to monitor employees’ e-mail and Internet usage. Beyond personal productivity issues, you risk significant loss should an employee download a virus or other damaging software or engage in illegal activity conducted on company computers. Here’s a discussion of the risks, plus a sample policy …

When creating job descriptions, focus on ‘essential functions’ employees really perform

05/10/2010

Courts hearing ADA cases generally trust employers to establish which job functions are essential and which ones are not. But that doesn’t mean you can trump up job descriptions with “essential functions” that are never performed. Courts sometimes see that as a way to avoid having to reasonably accommodate disabled employees. They’ll only consider those functions that employees perform in reality.