How to Deal Effectively with Harassment in the Workplace

How to Deal Effectively with Harassment in the Workplace


It’s almost impossible to open a news website without seeing a headline regarding sexual harassment or sexual assault in the workplace.

Matt Lauer, Harvey Weinstein… They represent organizations that have just gone mad, that have failed to protect their people. The list of organizations and accused persons continues to grow. I find it particularly offensive when I consider how I want my family—both men and women—to be treated in the workplace. I am dismayed to discover the extent to which organizations are failing to protect their employees from predatory and exploitative behavior.

Those of us who are Christian professionals in the workplace have an obligation to not only live by the law but also demonstrate behavior that is biblical, and not a reflection of the current aberrant culture. We must ensure that all we do, and all the policies we institute and the responses we make to issues are above reproach.

I am in no way claiming that Christian organizations are perfect. Some have also failed (some, spectacularly) in this area. This is not just a Hollywood or industry-specific issue; it is a moral issue, a sin that knows no bounds. The Christian community has had its own share of scandals. Church leaders have failed us, and international mission leaders have failed us as well.

At In HIS name HR, we serve organizations across all professional sectors. We have served for-profit and nonprofit enterprises, higher education institutions, including Christian higher education institutions, churches, and ministries. One thing is for certain, when you get two or more people together, issues and conflicts inevitably arise—at the very least, innocent misunderstandings—which, when not handled well, can lead to complete pandemonium.

The Three-Prong Approach

What should organizations do to protect their employees from harassment? We at In HIS Name HR believe that it is far easier to do than most realize. We suggest a three-prong approach:

  • Policy
  • Training
  • Response

Policy

Have a good policy in place that is easy to understand by both employees and managers. Have it embedded into your employee handbook and ensure everyone has signed for it. We promote having only a handbook. Most organizations can cover every topic in one handbook without adding additional policies. Having additional polices creates confusion, especially when you have to update multiple documents in multiple locations.

A best practice is to have the handbook online with a date embedded in the footer and have all employees in an employee meeting sign a receipt that they have been informed of the version and location. Then follow up in an email with a link to the handbook and a return receipt memorializing the fact that the employee has received the updated version.

Training

Training should include awareness for all employees, and awareness, detection, and prevention for leadership. Employees need to know what is and is not acceptable in the workplace. For instance, there are two separate types of sexual harassment in the workplace under Title VII of the Civil Rights Act of 1964: a hostile work environment and quid pro quo.

A hostile workplace is just that: a workplace that is hostile and what the average or “reasonable person” would deem inappropriate. The complexity derives from the interpretation of an offense—what is offensive to one person might be considered the norm by another person. What good training does is help both the offended and the offender navigate how to abate a situation that risks elevating to explosive.

The second type of harassment, quid pro quo, derives its name from the Latin expression meaning “this for that,” doing a favor for a favor, as it were, where something is given in exchange for something else. In its most negative connotation, in terms of harassment, it is used when a person in a position of authority exploits their power to pressure or manipulate a subordinate to submit to behavior or activity, typically sexual in nature, which either promises a favorable outcome or threatens them with repercussions. Such favors include promotion, pay increases or bonuses, while threats may be made to compromise employment, reputation, or future opportunities. Both employees and leadership must be able to recognize the signs of such quid pro quo, and have sufficient ability or recourse to safely put a stop to it.

One aspect of the training is to “be real,” to let everyone know that certain behaviors are not acceptable, whether in the workplace or anyplace. Let them know that they should not do it, tolerate it, or ignore it, and they should personally help make the workplace an environment we would want all the people we love to work in.

Response

When a complaint is raised, it must always be taken seriously. One aspect we have built into the complaint approach is to formally let the complainant know that we take their complaint very seriously, and that it will be thoroughly investigated immediately.

“People are denying the reality that most women grow up and live their lives being harassed, if not assaulted, and being propositioned or being pursued inappropriately,” Liberty University English professor Karen Swallow Prior says. “Almost every woman I know, including myself, has had something like that happen to them. This is just the world we grow up in.”

We must honor and trust all complaints that are brought forward, while explaining that if the complaint is found to be untruthful, the accuser may be subject to discipline up to and including separation. This might seem harsh, however, it is important that the accused be equally protected before and during the investigative phase. I have led more than one investigation where the person who was accused was able to provide evidence to prove their innocence. In this instance, “Innocent until proven guilty” applies to both parties, the accuser and the accused, and both are entitled to fair and confidential treatment during the investigation.

The investigation itself should be swift, and conducted by trained professionals. The best practice, if the investigation is performed internally, is to ensure the person investigating has no reporting relationships with anyone involved in the compliant. Ensure copious notes are taken and the privacy of all involved is protected. This is paramount to prevent anyone who is accused or involved from filing charges against the organization for false accusations.

The best way to list the contact for complaints is to employ consistency by supplying a title versus a name. You should, however, make sure there are two ways for people to bring forward an issue—have both a female and a male as points of contact. This helps any complainant to feel more comfortable bringing the issue forward. Oftentimes, the person who feels harassed prefers to talk with a like-gendered person.

Finally, if your organization is small, consider hiring a third party to operate as the point of contact. Our firm offers this to its clients, which gives their employees increased confidence, knowing their issue will be dealt with swiftly and objectively by a third party.

In His Name HR helps organizations build high-performance human resource programs. Visit them at In HIS Name HR or E-mail.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn and Twitter.

 

 

 

 

 

 

Conflict Resolution – Blessed Are the Peacemakers ~ 2019 ABHE Annual Meeting


 ABHE Annual Meeting
February 20-22, 2019 | Rosen Plaza Hotel, Orlando Florida

While never preferred, conflict seems a part of most every organization. What are prudent principles for peacemaking? What do expert HR leaders understand that makes resolution positive and developmental? Participants will learn from a veteran consultant:

  • Principles for positive conflict resolution
  • Insights gained from experience and research.
  • Warnings to heed and mistakes to avoid

Learn More Here 

 

Visit us- Booth 119 – ABHE Annual Meeting!

About the Speaker

Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help organizations pilot the complex issues of managing HR.

As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high-performance workplaces by utilizing best practices while leading organizations with strong values.

Mark and his wife Gail have two adult children, and and attend LCBC Church. Mark has coached leaders on “Business as Mission” as far away as Eastern Europe, India, Haiti, Honduras, Nicaragua and the Dominican Republic.

Speaker, accomplished HR consultant, and the author of How to Build “Kingdom-Minded” Organizations and College to Career: The Student Guide to Career and Life Navigation, Mark A. Griffin encourages leaders to build values-led organizations during these increasingly complex times.

 

Podcast “Human Resources and Higher Education”


Enjoy listening to Guest Mark A. Griffin discuss “Human Resources and Higher Education” with host Drumm McNaughton, PhD.

Have iTunes? Podcast available through iTunes.

The Change Leader Inc. creates sustainable organizations that meet the needs of the 21st century students andemployers while implementing change in way that enables them to remain true to the history and values that made them successful.

About Mark: With over 20 years of Human Resources experience at both fortune (Kodak, Quaker Oats, and Merck) as well as small and mid-sized companies, Mark has seen it all.

Making Your Performance Management System Work


Poor employee performance hurts an organization. Low productivity, incompetence, and unneeded expenses are the last thing organizations want at any time, particularly in today’s tough economy.

After decades of work in the field of business and human resources, I know that few things upgrade and energize an organization like a solid Performance Management System. A performance management system incorporates your organization’s Mission, Vision and Values as well as your annual goals and objectives to create the structure and accountability by which an employee can accomplish these goals and objectives and, more importantly, improve their lives. Only the highest-performing organizations make the performance review process a valued, appreciated, and eagerly anticipated system for the both organization and its employees.

Instead, what usually happens?

Sadly, many organizations do not systematically review or improve employee performance at all! This leads not only to unmet expectations from the management’s point of view, but also creates confusion and frustration for employees. The result is poor performance and money down the drain. Other times, organizations attempt to implement a yearly review but end up doing it backwards and it becomes counter-productive. This article will teach you how avoid this pitfall.

Have you ever weathered “The Dreaded Annual Review Meeting?”

Television and film have lampooned the phenomenon, highlighting the common foreboding employees feel and the waste of time such a meeting can be. How can you implement a Performance Review System that will consistently improve employee productivity and competency, save costs, and have eager employees lining up for it?

Start by avoiding these two biggest, most critical mistakes…

Mistake # 1 The leader fails to include input and participation of the employees at the beginning of the process.

The best performance programs are employee-driven. The leadership works in a “guide and support” role. This is a significant shift, but one that can make or break your organization. When the process of improvement and review is centered on and driven by the employees, it creates an emotionally potent sense of ownership and cooperation. Instead of being hounded and rebuked by a controlling boss, the employee is the source of increased performance through an active and vested role.

It behooves an employee to generate high performance and a good system will take this into account by providing employees the dignity of being responsible to see the improvement process through to the end. The performance program should encourage and reward employees who initiate performance conversations with management. A program executed well will encourage the employee to want to do better as he/she makes the efforts necessary to ensure it happens.

Mistake #2 Leaving out personal development.

Never forget the vital career development component. A simple career development piece can do wonders for employee morale and can be easily built right into your performance program. Employees naturally want to improve their lives and better their circumstances. A career development component helps employees know, envision, and subsequently achieve promotions, positions, and greater responsibility within your organization.

A career development focus gives the employee the opportunity to take ownership of their career destiny.

A good career development component helps the employees ascertain what they need to do to close the gaps in their experience and education in order to be promoted to other positions. Many great programs include education and seminars, but some cleverly include short-term assignments in other positions to gain vital hands-on experience.

Implementing a proper performance program may seem daunting, remember that employees are not just your greatest assets; they are the key to ensuring that you can thrive in challenging economic times.

___________

 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Director of Ops Manheim, PA

Now Recruiting For: Director Of Operations Manheim PA


Looking to make a difference in our world? It’s time to use all of your education and experiences to be an instrument of change.

In HIS Name HR is honored to have been retained by Men of Iron to seek their next Director of Operations.

The leadership of Men of Iron believes men are distinctly called to be Godly leaders in their families, their churches and their communities. Men of Iron equips men and grows Godly leaders through creating and sustaining 1-to-1 and micro group mentorships. They partner with leaders, influencers, churches and communities to implement and execute a culture-changing men’s ministry.

Step up to the plate and be part of changing a culture, one man, one family, one church and one community at a time.

Director Of Operations

The Director of Operations is a core function of Men of Iron, responsible for leading, growing, scaling and organizing the ministry by overseeing its programs and services (Strong27™). He creates and provides strategic guidance to grow a regional model and is expected to develop and execute creative strategies, operations and systems to grow and scale men’s mentorships around the world.

He is the leader of ministry staff and representatives through his leadership, management and accountability characteristics. He is the 2nd most senior manager of Men of Iron’s operational hierarchy and holds the position of Integrator.

Some Essential Responsibilities

  • Lead, grow, scale and organize all programs and services (Strong27™)
  • Create and provide strategic guidance to grow a regional model
  • Develop and execute creative strategies, operations and systems to grow and scale Men of Iron’s programs and services around the world
  • Develop and manage quantitative and qualitative metrics based around sharpening men and strengthening families, churches, and communities, as well as growth of the ministry
  • Provide leadership, management and accountability to all operations staff
  • Work with Executive Director to create vision for all Men of Iron programs and services and to create and execute a strategic plan
  • Develop and manage annual budget for all programs and services
  • Develop systems and operations to efficiently increase the number of active mentors and protégés each year
  • Develop systems and operations to efficiently increase the number of church and community partners each year
  • Develop a professional training and development program for all ministry ambassadors and directors

Some Position Requirements

  • Bachelor’s degree in Business, Ministry and/or other related education AND 7-10 years related experience and/or training in the following area:
    • Business and management experience
    • Business or ministry operations in medium to large setting with qualitative and quantitative metrics

Or equivalent combination of education and experience.

  • Successfully leading, growing and scaling a business or business operations.
  • Must be computer literate. Working knowledge of Apple operating systemsand Microsoft 365. Able to navigate and become familiar with CRM software.
  • Must be able to produce a statement of Faith.
  • Complete support of and willing adherence to Men of Iron’s mission, vision and core 4.Applicant must hold these standards as his own.

Cover letters should include why you should be considered for the position and what would make you the best candidate.

Serious and confidential inquiries:  Apply Through Indeed

Want to get future vacancies and blog updates? Subscribe here: Click

Mark A Griffin PodCast

Topic: Always give more than you receive


With operations in Melbourne Australia, The Ambitious Entrepreneur Podcast Network hosts weekly podcasts, broadcasting inspiring and informative interviews to an expansive growing audience worldwide.

Enjoy listening to Guest Mark A. Griffin discuss “Don’t ask what God can do for you; ask God what he wants you to do for him!” with host Annemarie Cross.

Have iTunes? Podcast available through iTunes.

The Ambitious Entrepreneur Podcast Network is the voice for Entrepreneurs and Small Business, featuring business experts, Thought Leaders, Disruptors, Innovators and Change Makers who are making a real impact in the world with their message.

About Mark: With over 20 years of Human Resources experience at both fortune (Kodak, Quaker Oats, and Merck) as well as small and mid-sized companies, Mark has seen it all.

Why Developing A High-Performance Employee Review Process Matters

Why Developing A High-Performance Employee Review Process Matters


Most employees loath them; many managers avoid them. High Performance Organizations have them, and they do what they’re designed to do—evaluate precisely the performance of each employee.

Feel like you don’t need them? Here are 10 great reasons that should change your mind.

  1. Aligning performance to goals and objectives

Most organization employees we meet with say they have no idea what the yearly top two or three goals are for their organization.  A great performance program sets these goals as their starting point. Ninety-nine percent of employees in this country want to do well at work, but we lack leaders who know how to align their desire to achieve to the organizational goals.

  1. Providing a basis for promotion/transfer/termination

Many organizations are not transparent concerning how to be promoted.  A performance review process more readily identifies those employees who deserve promotion and those who require lateral shift (transfer) or need to enter into a remedial program. This system also aids career planning.

  1. Enhancing employees’ effectiveness

Most people really do want to be better at their jobs! Helping employees to identify their strengths and weaknesses and informing them of the organization’s expectations concerning their performance helps them to better understand the role they play and increases work efficiency. Feedback reinforces good performance and discourages poor performance.

  1. Aiding in designing training and development programs

Instead of creating “programs of the month,” you can use performance review data to more accurately ascertain training needs and identify skills that need to be developed in order to tailor-make the most effective training and development programs.

  1. Building teams

Counseling employees corrects misconceptions, which might result in work alienation. Performance management also helps employees to internalize the norms and values of the organization. (I have met leaders who have not talked to their employees about their performance since 2009!)

  1. Removing discontent

Performance management puts all employees on the same measuring tape. Identifying and removing factors responsible for worker discontent motivates them to perform better at work. Performance management helps to create a positive and healthy work environment in the organization.

  1. Developing interpersonal relationships

Relations between superiors and subordinates can be improved through the realization that there exists a mutual dependence that leads to better performance and success. By facilitating employees to perform introspection, self-evaluation and goal setting, their behavior can be modified. Better interpersonal relationships lead to team building.

  1. Aiding wage administration

Performance management can help to develop fairer and more equitable base lines for reward allocation, wage fixation, raises, incentives, etc.

  1. Exercising control

A performance review process provides a means to exercise control of projects focused on, and helps keep employees aligned to the agreed upon annual goals and objectives.

  1. Improving communication

Performance management serves as a mechanism for improved communication between superiors and subordinates.  Often times managers shy away from counseling employees.  When the right system is in place, especially is it is employee driven, it forces discussions on a regular basis.

In closing, my experiences lead me to support employee driven programs.  Programs that rely on managers and leaders have a higher propensity for failure.  Simple yet meaningful programs that include goals, objectives, behaviors, an employee development component and stretch assignments meet what most employees’ desire.

How important are employee performance reviews in your organization?  We would like to know.  Please leave comments below. 

_________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Now Recruiting For: Chief Financial Officer (CFO) Manheim PA


We are excited to be retained by this wonderful organization, Utility Keystone to assist in recruiting a Chief Financial Officer for their Manheim PA location. With over 30 years in the industry Utility Keystone continues to build its legacy of providing the ultimate customer experience.

Purpose of Position

The CFO is accountable for the financial operations of the Company, including the development of operational and financial metrics to assess alignment to the Company’s plan. Through their leadership, they set policies and procedures designed to protect the Company’s assets from theft or misuse by establishing and maintaining effective internal controls and processes and report accurate financial results. As a member of the Leadership Team, the CFO works closely with the President and Department Heads to provide accounting supervision for all locations, as well as provide essential support to the Sales, Service, Parts, Inventory and Lease and Rental.

Some Of The Essential Duties

Planning

  • Assist in formulating the company’s future direction and supporting tactical initiatives
  • Monitor and direct the implementation of strategic business plans
  • Manage the capital request and budgeting processes
  • Develop financial and tax strategies
  • Provide financial and tax counsel to President and Owners of related entities
  • Provide financial analysis tools to evaluate company ventures, special projects, capital expenditures, etc.

Operations

  • Participate in key decisions as a member of the executive Leadership Team
  • Create and manage financial controls and accounting procedures
  • Manage the accuracy and productivity of day-to-day activities of accounts payable, accounts receivable, credit/collections, cash disbursements, invoicing, inventory integrity, fixed asset records and cash handling
  • Implement operational best practices
  • Monitor and approve payroll
  • Provide oversight on various filings for dealer license, banking license, FET, sales tax,
  • 1099, etc.

Financial Information

  • Prepare timely monthly and annual financial statements
  • Report financial information to President, LT members and banks
  • Coordinate all audit activities and investigate their findings and recommendations
  • Provide cash management reporting and forecasting

Third Parties

  • Lead relationship with accounting firm, bank(s), insurance agents, credit card companies and collection agencies
  • Manage and maintain commercial casualty/liability insurance
  • Participate in health insurance renewal

 Required Personal Attributes

  • Excellent verbal and written communication skills
  • Excellent organizational, time, and stress management skills to complete the required tasks
  • Ability to learn quickly in a fast—paced environment
  • Self—confidence
  • Proactive to forecast and foresee potential issues
  • Ability to perform and execute strategic planning
  • Excellent leadership skills
  • Excellent problem—solving skills
  • Strong people skills

 Position Requirements

  • Bachelor’s degree in Accounting plus 10 years’ experience in senior financial management position; or equivalent combination of education and experience. CPA designation and/or MBA preferred.
  • Experience in streamlining financial systems and processes
  • Experience in supervision or management of employees
  • Proficient in Microsoft products.Strong knowledge and experience in using service operating systems a plus.  Use of all current technology as a communication and efficiency tool is a must.
  • Complete support of and willing adherence to Utility Keystone’s mission, vision and core values.Applicant must hold these standards as his/her own.

Cover letters should include why you should be considered for the position and what would make you the best candidate.

Serious and confidential inquiries:  Apply Through Indeed

Want to get future vacancies and blog updates? Subscribe here: Click

 

 

 

Benefits and Human Resource Seminar ~ September 5, 2018 Lancaster PA


2019 Trends and Analysis ~ How To fix Healthcare in America?

Healthcare Is Broken.  Costs continue to rise.
But have you ever taken time to understand why?   The deck is stacked against Employers and Employees.

Come learn more about identifying the problems, and steps you can take to stack the deck in your favor.

Limited Seating Register Below 

About Patrick Moran

Patrick T. Moran II, CLU – President and founder of INGROUP Associates, (now an Alera Group company) and has been in the insurance business since 1985.   Pat specializes with working with business owners in the areas of Employee Benefits, Estate Planning, and Business succession planning.

Pat is also one of the founding members of the Alera Group, which is a nationally recognized Employee Benefit consulting firm.   Alera Group is a collection of Industry thought leaders, providing National Scope of services, combined with Local Service.   Today, Alera is one of the fastest growing Employee Benefit consulting companies in the country.

Pat is a graduate of Bloomsburg University, and received his CLU from the American College.   He also serves on several boards, and enjoys family time, Tennis, and Biking.

Sexual Harassment and Your Responsibilities Under the Law 

You can’t open a news website without seeing another #MeToo circumstance being reported. As a result, many organizations have a “zero tolerance” policy for sexual harassment in the workplace, but what does that really mean to you, as a leader? Or you, as an employee? What is sexual harassment?

In this interactive presentation, you’ll learn:

  • What sexual harassment is—including the verbal, visual, and physical conduct that could be considered or perceived as harassment
  • What your rights and obligations are under the law
  • What you can do as an employee to support a harassment-free work environment
  • What you should do as a leader to help provide a harassment-free workplace
  • What to do if you feel you may have been the subject of sexual harassment
  • Steps your organization can take to better your work environment

Sexual harassment is unacceptable in any workplace. It simply should never be tolerated. Come learn how you can help free your workplace of harassment and make it one where all employees will grow and prosper.  Mark is not an attorney.  This presentation is to provide practical and HR related experiences and should not be considered legal advice.

About The Presenter

Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help companies pilot the complex issues of managing HR.

As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high performance workplaces through utilizing best practices while leading companies with strong values.

While serving in the United States Air Force, Mark received his Bachelor of Science degree in Human Resources Administration from Saint Leo University. He earned his MBA from Bloomsburg University while interning for Congressmen Kanjorski as a Military Liaison during the first Gulf War. Mark has completed several executive education programs at the University of Michigan and is a certified practitioner of the Myers Briggs Type Instrument MBTI®.

Date And Time 

September 5, 2018, 8AM-10AM

7:30-8:00AM             Registration and light breakfast

8:00 – 8:15AM          Opening Comments Julie Garrett

8:15 – 9:00 AM         How To fix Healthcare in America? Pat Moran

9:00 – 9:45 AM         Sexual Harassment and Your Responsibilities
Under the Law Mark A. Griffin

9:45 AM                     Closing Comments and Adjourn Julie Garrett

Location

The Farm and Home Center
1383 Arcadia Road
Lancaster PA 17601
Map

Limited seating for this event. To register for this free event with a light breakfast included contact:

Barbi Cottingham
INGROUP Associates
717.509.8803

E-Mail Barbi

 

 

Great Organizations Are Built On Solid Job Descriptions

Great Organizations Are Built on Solid Job Descriptions


Job descriptions (JDs) are just so 1980s,” a young HR graduate recently commented to me, He could not be more wrong. Having worked in HR for over 25 years, I can tell you that some things just don’t change—and shouldn’t change.  New technology consistently bombards us; faster, better, and sleeker processes seem to overwhelm us.

One thing that will never change is the fact that, in order to be a High Performance Organization, you still need to get some  “old school” work done. Don’t let technology and “the new workplace” fool you. Now, more than ever, you need JDs.

Here are eight good reasons why:

Recruitment – As you grow and expand, it is almost impossible to hire legally or correctly when lacking a solid, well-written job description.

Teambuilding – It is difficult for Teams to form and support each other when job duties are gray and tasks constantly conflict or interrupt each other. It is enlightening to know what each Team Member is responsible to accomplish.

Performance management – This enables you  to set measurable performance goals based on duties listed in the corresponding job description. Having them listed, in writing, signifies their importance.

Training and employee development – You can use job descriptions, along with descriptions of possible job promotions, as a tool to determine what to pursue in regards to classes, seminars, and other career development activities in order to close gaps.

Compensation- JDs can be helpful in developing a standardized compensation program with minimums, maximums, and target pay for each position. They help highlight internal equity issues to decision makers and contribute to fairness.

Recognition and rewards – You can use job descriptions as a baseline for performance, and as a tool to encourage performance “above and beyond” the job description, in order to distribute recognition and rewards or just plain old praise!

Discipline – Sometimes employees just don’t do what needs to be done. Hopefully, this does not happen at your place of work, but sometimes Team Members fail each other. If you need to, you can use job descriptions to illustrate when employees are not performing up to agreed-upon standards.

Essential job function analysis – The physical and environmental setting is important in order to provide employees, including new hires, who need accommodation. Not only is this the right thing to do, but it is also the law.  As of July 1992, the Americans with Disabilities Act (ADA) mandates that an organization assist an employee when a request is made for a reasonable accommodation under the ADA.

Some Key Points to Ensure a Great Job Description Process

  • Have the employee own their description
  • Remember that no one knows the job better than the employee doing it
  • Make the employee accountable to complete it and have HR review it
  • The manager should have final JD authority and reserve the right to make changes to the final document, incorporating dialogue with the employee

Don’t make JDs more work then they have to be. Instead, make it a process to enjoy and learn from—it does not have to be awful.

Be joyful and helpful with the process, and your staff will love you for it!

_________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.