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.
When HR finds out a supervisor has acted in a way that could be interpreted as offensive, take immediate action. That doesn’t necessarily have to include discipline. Instead, remind the supervisor that the behavior—though it doesn’t rise to the level that could be considered harassment—must stop.
If your pool of qualified applicants is demographically significantly different than your hires, there may be trouble afoot. Don’t count on pre-employment job tests to automatically create fair hiring. If a quick internal audit shows that particular departments or managers have considered but not hired members of a protected class, you may want to look at whether the testing is being handled properly.
It’s one thing to grant a reasonable accommodation request. It’s another thing entirely to make the accommodation happen. Once you have approved an accommodation, someone from HR must ensure the decision is implemented.
Some employers believe that actually filing a lawsuit or EEOC complaint is the only protected activity. That’s simply not true. Employees who voice concerns to HR about possible discrimination at work are also protected from retaliation.
Two former employees at electronics company Eaton Corp. have filed suit in a New York federal court, claiming the company systematically discriminates against women.
You must have clear rules in place for making personnel decisions—and you must follow those rules consistently. With good documentation, you then are able to show exactly how and when you made your decision. That can sometimes make the difference between a dismissed lawsuit and litigation.
Some employees think they can walk out on their jobs as soon as it looks like their employer is going to violate their rights. Then they sue, arguing constructive discharge. But courts expect employees to give their employers a chance to right wrongs.
The effects of the recession have helped turn the spotlight on innovative employers that seem to have magic formulas for attracting and keeping their employees happy and productive despite the economic forces around them. SAS Institute and Google are two examples of companies that, consciously or not, have tapped into new ways of motivating employees. Call it “employee enrichment.”
Think about your workforce. Do some of your employees require more “managing” than others? Do some enjoy pushing the limits, while others seem totally clueless about the problems they cause? From emotional drama queens to lazy slackers, all of these aggravating folks can be considered “challenging employees” — people who consume an inordinate amount of your time and energy, but are not really bad enough to fire.
Most employers are not considering canceling health benefits as a result of the year-old health care reform law, according to two recent surveys. The Affordable Care Act may be politically unpopular, but employers assume that it will be a business fact of life for the foreseeable future.