Are Your Employees Asked For Input?

Are Your Employees Asked For Input? Employee Commitment Series


This blog series focuses on nine areas that keep employees committed to your organization. In our opinion, employees stay committed when they are Involved, Paid Well, Asked for Input, Challenged, Empowered, Trusted, Valued, Appreciated, and Mentored.

Do You Ask Your Employees for Input?

No individual can competently run an organization singlehandedly. And when more than one person is involved in running it, someone needs to be in charge of decision making.

If you happen to be the leader at your place of work, that responsibility largely falls on you. But the fact that you call the shots doesn’t mean the opinions of others don’t count. Your employees have their own opinions, but the question is, how often do you ask them for input?

Why Is Employee Input Important?

Leadership consultants tell us that organizations should announce that they welcome feedback from employees. They should go a step further and actively solicit this input. Employees often have strong opinions but tend to keep them private for fear of offending management or speaking out of turn.

Yet, constructive criticism from employees can improve productivity. As a manager, it’s imperative to ask for and value the opinion of your team members. Employees view issues from a different perspective. And even if you don’t agree with them, a fresh perspective is always welcome.

The results of a survey conducted by the Zenker Folkman firm suggests there is a direct connection between soliciting input and leadership effectiveness. However, a leader doesn’t simply become better by asking for feedback. The correlation stems from the fact that seeking input from employees means a leader is making conscious efforts to get better. And the leaders that get better are those who constantly work to improve their leadership methods and skills. In fact, arguably one of the worst actions an employer can take is to solicit feedback and then ignore it.

How to Go About It

There are many methods to request input from employees. Below are some of the most important or common ones.

Employee-Led Reviews

It’s important to conduct periodic reviews in order to monitor progress. This will help you devise new strategies to reach organizational goals. Although annual performance reviews are already a major part of the culture of many organizations, there are numerous questions that surround their relevance and effectiveness. These questions tend to stem from the approach rather than the process itself. If done right, annual reviews are a great tool through which an employer can gather employee input throughout an organization.

We find that the best review process is one that is led by employees. Have the employee set up the meetings, set goals and objectives, and develop their own career development. When done correctly, and with HR and leadership review, you can move the organization to much higher levels of performance.

Leadership 360° Feedback

A 360-degree feedback system is a method of gathering opinions about the performance of an employee from people connected with the organization.

The process usually involves a complex web of information. Opinions are gathered from virtually everyone in or close to the organization. While this tool can be used to gather information about anybody within the organization, a leader seeking input from employees can use it effectively for this purpose. The most important aspect of a 360° program is confidentiality. One of the best ways to ensure confidentiality is to hire a firm to keep this information protected. Learn more about how In HIS Name HR helps organizations ensure a confidential processhere.

Morale Climate Surveys

These surveys measure the satisfaction of employees with their work environment and the leadership of the organization. They serve as a great way through which employees can provide input on aspects of the organization they are not pleased with.

Start Asking for Employee Input Today!

As a manager or a human resource professional, it’s important to create an enabling environment. This way, employees can provide their input with confidence. But it’s not enough to simply create this environment or ask for input. Organizations should value the input of employees by listening to their suggestions.

Getting what you think is ridiculous advice? Have a talk with the employee. Clarify what is being communicated. When you listen first, and then explain your perspective and organizational goals, it gets employees thinking on track over time in terms of viable suggestions.

Most importantly, implement changes when you get great advice.

Employee Commitment Series

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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.

Are Your Employees Paid Well IHNHR

Are Your Employees Paid Well? Employee Commitment Series


This blog series focuses on nine areas that keep employees committed to your organization. In our opinion, employees stay committed when they are Involved, Paid Well, Asked for Input, Challenged, Empowered, Trusted, Valued, Appreciated, and Mentored.

Are Your Employees Paid Well?

In our last post we discussed the concept of employee involvement in the workplace. The next area focuses on helping readers understand the concept of being paid well in the workplace. Most organizations look at several areas of compensation: standard pay, perhaps health and wellness and retirement benefits, and, in some industries, bonus programs or long-term financial incentives. For the sake of brevity we will discuss two areas, standard pay and general generosity with your employees.

Standard Employee Pay

We often do compensation studies for organizations, including churches, ministries, for-profit and non-profit companies, and colleges. These studies are very important for all organizations, and should be performed at least every five years. You also should look internally at your compensation structure, being mindful of internal equity issues, especially as it relates to disparate treatment between protected-class employees.

“Most companies try to be good about keeping it up-to-date, but they tend not to do it as quickly as they should,” says Steven Slutsky, a director at Pricewaterhouse Coopers Human Resource Services in Philadelphia.

Doing a full-blown compensation study not only helps you to understand internal equity and current compensation market conditions but also helps promote a greater organizational image to your employees when they know you are performing this type of study. It is a great morale boaster, even if the wages don’t shift upward.

The most often question that we are asked is, “How do we even begin to do a salary study?” We always start the same way—leading organizations to undertake a total update and rewrite of all job descriptions across the organization. This establishes a solid baseline of what employees are doing and why.

General Generosity with Your Employees

Good-standing employees deserve more than fair wages. Scripture says, “Do not muzzle an ox while it is treading out the grain,” and “The worker deserves his wages.”

Wow, the ox was permitted to eat during its workday. Sadly, many organizations don’t extend the same consideration to the most valuable commodity of their organization—their employees. Many years ago I witnessed a young teen working at a local pizza shop, making minimum wage. The owner was a cruel, selfish man who refused to provide any food or beverage to his employees unless purchased at full price. The owner’s children would come in and help themselves to all kinds of food, which they left behind, half-eaten, to be thrown away, but the floor sweepers got nothing. The shop owner also insisted upon destroying any leftover, unsold items at the end of each evening rather than offering them to his employees. Dear leaders, please do not fall victim to becoming a tyrant in your workplace. Be generous when you can. It is an investment that pays huge dividends in any organization.

Be generous to your people and you shall be rewarded.

Some of the most impactful gestures of gratitude and appreciation that I have given my people were the least costly—small lunch celebrations, or boxes of favorite chocolates. If you act with kind regard, with generous giving, you are building a strong Kingdom-minded organization while honoring Christ.

Remember: Virtually every single employee will give you 100 percent when they know you care.

Lastly, in relation to this premise, it is important to reflect on this piece of scripture.

1 Timothy 6:17-19: 17“Command those who are rich in this present world not to be arrogant nor to put their hope in wealth, which is so uncertain, but to put their hope in God, who richly provides us with everything for our enjoyment. 18Command them to do good, to be rich in good deeds, and to be generous and willing to share. 19In this way they will lay up treasure for themselves as a firm foundation for the coming age, so that they may take hold of the life that is truly life.”

So why are we sometimes hesitant to share with the very people we should care about the most? We need to be more generous, because in the end we really are left with nothing to take with us.

Employee Commitment Series

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

 

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

Are Your Employees Involved? In HIS Name HR

Are Your Employees Involved? Employee Commitment Series


This blog series focuses on nine areas that keep employees committed to your organization. In our opinion, employees stay committed when they are Involved, Paid Well, Asked for Input, Challenged, Empowered, Trusted, Valued, Appreciated, and Mentored.

Are Your Employees Involved?

In an article in Fortune magazine, Dan Schawbel stated that the primary priority for business leaders would be “retaining employees in a competitive talent marketplace.” He added, “In a new study by Future Workplace and Kronos, we found that 87% of employers said that improving retention is a critical priority for their organization.” Mr. Schawbel’s suggestion to focus on retention is spot on.

Let’s start with the first area, Involved. Oftentimes, when we first engage with an organization, leadership asks us to implement programs to immediately improve employee relations. We hear, “Employees are leaving in droves,” that turnover is high. Or “Our pay is too low. We repeatedly lose people to organizations that pay slightly more.” Excuses and explanations abound. But when we ask the key question How do you know the true reasons people are unhappy or why they are leaving?, the explanations are generally theoretical or hypothetical, not fact-based.

Our first suggestion to any organization: Don’t make changes or implement programs without first determining what the core issues are. Doing so is a waste of money and time, and can also hurt your organization’s culture and morale. That is where being involved comes into play. Use a skilled facilitator to run employee focus groups. Include representatives from each department. Have those same representatives talk to their departmental colleagues about what might be important to address.

One area many organizations bypass is the exit interview. An exit interview is a valuable tool to collate critical data and ascertain employees’ true reasons for leaving. Ask simply whether they felt involved in their departments, and with the rest of the organizational team. Ask them to suggest how your organization could do better in this area.

Finally, one of the best ways to uncover potentially problematic issues in your organization is to conduct confidential 360-degree feedback assessments of your leadership staff. Used the right way, it reveals key trends in certain areas of employee relations. As a plus, your findings can also serve as a tool for organizational-wide leadership development.

Most important: When employees are given access to their leadership, they walk away not only feeling heard but also involved in the organization.

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

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

Employee Commitment Series

The #MeToo Movement Biblical Approach to HR Practices

An Interview with The Institute for Faith, Work & Economics


The #MeToo Movement and a Biblical Approach to HR Practices

There’s never been a more urgent time than now to have HR professionals who are grounded in sound biblical principles. With the rise of the #MeToo movement, human resources consultants are in high demand as companies, churches, and organizations ensure best practices and deal with existing charges. How should biblical principles and economic thinking impact the way we approach human resources?

Read the Full Article Here

 

Using a Third-Party Workplace Complaint Investigator Is Critical to Your Success

Using a Third-Party Workplace Complaint Investigator Is Critical to Your Success


No organization, no matter how well run, is immune to employee workplace complaints. Whether you employ fewer than 50 employees or manage thousands, some form of complaint will inevitably be filed at some point in your organizational existence. In our diverse experience with for-profit and nonprofit organizations, including colleges, universities, churches and ministries, we have witnessed complaints in a variety of areas, including:

  • Discrimination, such as on the basis of gender, disability, religion, race and age.
  • Harassment (sexual and non-sexual)
  • Bullying
  • Theft and other ethical impropriety
  • American with Disabilities Act
  • FMLA and medical-related leave issues
  • Retaliation

With the potential liability being so high, and the risk of negative publicity, the benefits of using an outside investigator are apparent: Outside investigators provide your organization credibility, privilege (confidentiality) protection and, most importantly, protect against employee perception of any retaliatory action by management.

Credibility

Using an outside investigator highlights that you, as an organization, take concerns of misconduct seriously. This proves to employees that you want to objectively find out what really happened and are willing to accept the consequences. An outside investigator is an independent fact-finder who plays no part in any next steps of discipline or future advancement opportunities. The investigator arrives at the workplace with a well-defined and articulated role: to objectively perform fact-finding, which includes collecting facts about a specific complaint and potentially any related complaints that might surface. That’s it.

An outside investigator’s only responsibility is that of a fact-finder. Why is this important? Because internal HR staff or management personnel would likely, when investigating, be viewed as less objective than an outside, neutral fact-finder. That means their investigation may never attain the credibility and objectivity required to withstand later scrutiny, should the matter reach employment litigation.

Privilege

Conducting a prompt, impartial and thorough investigation provides a solid affirmative defense to allegations of harassment and other misconduct, whereas when an investigation is performed by in-house or outside counsel, a conflict might arise, should litigation ensue. If the organization wants to use that investigation to show it did the right thing, a legitimate endeavor, it may find it has to waive attorney-client privilege with respect to strategic conversations. Using an outside investigator provides a bright barrier separating those sensitive discussions from the investigative process, so privilege can still be preserved.

When an investigation is offered as evidence that an employer responded appropriately to a complaint, the investigator might well be called as a witness at trial. If that investigator is also counsel for the organization, representation on that matter will likely be problematic. By using an outside investigator, the emotion is taken out of the equation. In His Name HR’s experienced investigators are independent of your organization, and that means no conflicts in terms of representation exist.

In His Name HR’s investigators are also well prepared for the eventuality of deposition or trial testimony. When the In His Name HR investigator is called, the employer feels confident because this investigator has conducted dozens of similar investigations where, in some instances, policy violations were found to have occurred and, in others, they did not. Our investigators refrain from using words like “we” and “us.” It becomes obvious to both judge and jury that there is no relationship that would cause the investigation to be guided in the organization’s favor. An outside investigator does not represent the organization, and their statements will be limited only to what they learned in the investigation—nothing else.

Retaliation

An employee who raises a concern is often poised to feel that the organization will retaliate against them for filing a complaint. Yet, in our experience, most human resources managers and other authority figures do not treat employees differently when concerns are aired about the organization, or even about individual managers.

Still, a complainant who has been overlooked for promotion months after the complaint may see things differently. We have met employees who participated in internal investigations who said that the internal investigator now “sees me as a problem or a complainer.” Most internal investigators are trained and prepared for this. However, whether real or perceived, it is an issue. Even if the internal investigator actually can separate what was said in the complaint, and operate objectively going forward, participants will likely never be convinced that the internal investigator can “unhear” what was said and not be influenced by it. On the other hand, using an outside investigator allows the organization to conduct a full investigation while the organization and employees carry on the business at hand without perceptions about the process weighing down the employee population.

Retain an Investigator

Cause for concern? It should be. We are all working in difficult times. Complaints are increasing almost daily. HR departments are overburdened. With the news escalating in the media surrounding harassment, discrimination and hostile work environments, employee complaints have now reached record levels.

Let us allay your concerns. Reach out to us and discuss having a trusted partner to help guide you and your Team in the event a complaint arises.

Contact us today. You—and your employees—will be glad you did.

In His Name HR helps organizations build high-performance human resource 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 and Twitter.

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 them here.

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

 

 

 

 

 

 

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.

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.

$305,000 in Employer Fines Upheld for I-9 Violations In HIS Name HR

$305,000 in Employer Fines Upheld for I-9 Violations


$305,000 in Employer Fines Upheld for I-9 Violations

Human resources can be complicated these days. Few would argue with that. But sometimes it’s the most basic human resources processes that can cause the greatest damage to any organization when not done right. And that disaster can be compounded if you lack a skilled professional to provide oversight.

When I say any organization, that includes any college, university, church, ministry, hospital, nonprofit or for-profit company, and even youth camps. Small organizations are not immune. No matter what size or kind of organization you are, if you employ staff, you must be diligent in following state and federal employment laws.

Recently, DLS Precision Fab, an LLC in Phoenix, Arizona, assumed they had made the right decision in hiring what appeared to be a seasoned HR professional. Much to their chagrin, despite his credentials, the human resources professional they hired proved inept and derelict in his duties when it came to maintaining the administration of the firm’s I-9s.

What is an I-9, you ask? Well, if you employ people and don’t know what an I-9 is, that’s a huge red flag, right there! Here is the definition as provided by ICE, the U.S. Immigration and Customs Enforcement:

Form I-9 is used for verifying the identity and employment authorization of individuals hired for employment in the United States. All U.S. employers must ensure proper completion of Form I-9 for each individual they hire for employment in the United States. This includes citizens and noncitizens. Both employees and employers (or authorized representatives of the employer) must complete the form. (Source)

We, as an established HR firm, are continually astonished that organizations think that because they are a school, church, camp, or nonprofit, the I-9 is not a requirement. The law clearly states: “All employers must complete and retain Form I-9, Employment Eligibility Verification, for every person they hire for employment on or after Nov. 6, 1986, in the U.S., as long as the person works for pay or other type of payment.”

All employers must have I-9s for every employee, regardless of the employer type or size!

Back to the case concerning DLS in Arizona, they were in a growth mode and had conscientiously made an effort to comply with state and federal employment laws by hiring an HR professional to handle compliance. Unfortunately, as the appeal by DLS states, the HR professional failed in his duties:

DLS is a company located in Phoenix, Arizona, providing custom sheet metal fabrication in a variety of industries. In the late 2000s, DLS grew to about 200 employees because of the expansion of a Department of Defense program. To deal with the sudden growth of its workforce and ensure its compliance with applicable state and federal employment laws, DLS hired a well-credentialed human resources director (the “HR director”). Unbeknownst to the company, however, this individual shirked his responsibility to ensure the company’s compliance with the INA to the point, as later described by DLS, “of literally stuffing the government’s correspondence in a drawer and never responding.”

Their legal problems started in 2009, when ICE served DLS with a notice of inspection and an administrative subpoena. After the onsite visit and a thorough review of their I-9 forms, DLS was served a notice of suspect documents. In October 2012, ICE served a notice of intent to fine.

DLS quickly responded by requesting a hearing before an administrative law judge, and ICE countered by filing a six-count complaint alleging that the employer failed to comply with employment verification requirements and continued to employ 15 individuals despite knowing they were ineligible for employment, all in violation of the Immigration Nationality Act.

Now, in 2017, in an attempt to reverse the violations, DLS Precision Fab appealed—and promptly lost. Richard Clifton, assigned to the case through the Ninth Circuit Court of Appeals found DLS Precision Fab liable for 504 of the 508 alleged violations, 489 of which were I-9 paperwork violations and 15 of which involved DLS Precision Fab’s ongoing employment of ineligible aliens. As a result of the actions of the so-called HR professional, DLS Precision Fab was ordered to pay civil money penalties totaling more than $305,000.

Understandably, this has landed the company in dire straights, and it is now is in the midst of Chapter 11 bankruptcy proceedings. While we can’t be sure that these violations are solely responsible for the bankruptcy filing, it certainly hasn’t helped, adding to their already stressed organizational longevity.

Perhaps, like DLS, you assume your HR staff are competent and on top of complying with all your legal requirements. But are you sure?

The first thing you should you do is have all of your HR processes independently audited by a human resources processional, one with the right experience. We can help. Our HR Assessment, conducted by our skilled team of HR professionals will determine whether you’re protected or at great risk. We help clients across the country. Don’t hesitate—it could be costly.

Contact us today to find out more, and learn about our HR Assessment here.

 

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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.

Top 4 reasons Talented People Quit Their Jobs

The Top 4 Reasons Talented People Quit Their Jobs, +1


Over my 20-plus-year career in human resources, I’ve noticed that while people will endure fewer amenities and less pay, there are four reasons skillful workers will leave for another job.

(1) No opportunity – When employees sense no potential for career progress, or leaders are unaware that advancement is important, employees look elsewhere for better options.

(2) Not knowing the dollar value of their benefits – Pay and benefits is a topic often avoided in many workplaces. Many organizations, however, offer competitive pay and often benefits that cost thousands of dollars, and employees haven’t a clue. (Think PTO, like legal holidays, sick days, and vacation days; life insurance, long-term disability (LTD), and short-term disability (STD) programs; health insurance, including vision and dental; and wellness programs.) The costs of all these programs add up. When organizations take the time to periodically make employees aware of the total cost of all the benefits at their disposal, employees gain a greater appreciation how much value they receive in their job.

(3) Feeling unappreciated – When employees receive little or no gratitude or acknowledgment for their contributions, it feels demoralizing — no wonder they seek more rewarding work elsewhere. The biggest surprise? Many times, during exit interviews, departing employees disclose that a simple, verbal “thank you” would have made all the difference. However, in many organizations, too often managers fail to do even that.

(4) Sheer Boredom – Without savvy leaders or a solid idea of the big picture, employees don’t see concrete, interesting ways to contribute, outside of the ordinary scope of their jobs. Things grow tedious and employees hunt for new challenges to make work feel more meaningful.

So, while you might think your employees only want higher pay and a corner office, or that the trend among employees is to feel “entitled,” the truth is that the best employees are satisfied with simpler, more basic and fundamental management approaches—and a better explanation of the benefits they currently have.

Be thoughtful — find out what motivates your employees! This simple investment will ensure improved worker retention, enhanced overall morale, and increased company loyalty. And isn’t that what you really want?

Action Steps
What can you do as an employer right now to keep your best employees? Consider asking them. That’s right. Simply spending time with employees in focus groups and roundtable discussions can help you to help them by making basic changes to ensure you keep your greatest asset happy and encouraged.

One more thing…What’s the Top Reason People Quit?

This 2017 Inc. magazine article reveals that the primary reason employees quit is:

People leave managers, not companies.

 Marcel Schwantes, while researching the topic of turnover, found that 50% of employees left their job “to get away from their manager to improve their overall life at some point in their career.”

Keep in mind that as a new generation of workers comes of age, the issue of turnover will continue to grow. Many employees now look at their lives differently than workers did 20 and 30 years ago. Most value relationships above all else, and when a manager starts stealing their joy, they won’t hesitate to look for work elsewhere.

The workplace ladder is simply not as important to young workers today as in prior generations. Many are talented and capable, but will invariably choose a desirable manager over monetary or organizational rewards.

If you are concerned about retaining talented employees while also saving time and money in hiring and training costs, remember these top 4 reasons and the new trend that makes talented people quit. It could make keeping the great people you need a lot easier than you thought.

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Mark Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. Follow Mark on FacebookTwitter and LinkedIn.