Strategic human resource management is the end product of success in conduction workplace investigations, vendor management, human capital management, and more.
Our human resource management articles can help you vastly improve your human resources planning, HR policies, and human resource training.
A March evening started out great for a waiter at the Angus Barn restaurant. One of his customers was NFL quarterback and well-known big tipper Peyton Manning, who left a $200 tip. The waiter was so excited he posted Manning's credit card slip in a photo on Facebook. Bad move ...
When you terminate an employee for a good, obvious and well-documented reason, you seldom have to worry about a surprise harassment complaint. Former employees file them fairly frequently, but courts tend to view them with suspicion. The obvious question: Why didn’t the employee complain about harassment before?
Q. We recently learned that an employee who drives a company vehicle is stopping on the way home for a few drinks. Should we notify all employees that if they use drugs or alcohol while driving a company vehicle, they will be fired?
Q. Our company policy prohibits managers from dating subordinates. I have just learned that a manager has violated this rule. May we terminate him?
Here’s a good way to cut your litigation risk: Make sure you post all promotion opportunities along with the minimum job requirements. That way, employees can’t sue over lost opportunities for which they failed to apply.
Q. One of our employees has just filed an internal complaint claiming that she has been sexually harassed. We are concerned that if we discipline the alleged harasser based on our findings and note this incident in his personnel file, he may demand to inspect our investigation records. May we avoid this by maintaining a separate investigation file?
When you change a disciplinary policy, make sure you document exactly when the change went into effect. That way, an employee who is punished more severely can’t point to the earlier disciplinary actions as evidence he was unfairly singled out.
If you want to streamline your employee manual and disciplinary process, you may be tempted to create one general misconduct rule. It might state, for example, “Violating company policies can result in discipline, up to and including termination.” But before you adopt such a rule, make sure HR is ready to administer it.
Handle serial complainers as you do one-time complainers. Investigate the claims, fixing legitimate gripes and rejecting all the rest. If the chronic complainer sues, chances are the court will realize that you’ve been dealing with someone who is habitually crabby.
Changing economic conditions and favorable rule-making in Washington helped U.S. union membership increase to 14.8 million workers last year, according to the Bureau of Labor Statistics. Just don’t look for the evidence in North Carolina.