Team-Building is Essential to SMB Organizational Growth

Team building is very important when creating a great culture and begins from within the organization. In fact, it is impossible to do so without team-building. I read an article on LinkedIn last week that really caught my attention. The article read “People are not a Company’s Great Asset”.  We are in an era where you know what I am going to say, People are a company’s greatest asset.  As least that is definitely one of the chief premises at All-4-HR & Business Solutions and many, many other organizations – large and small. 

What is even more important is that a Company believes in its employees.  Organizations show employees they believe in them by training and allowing them to grow within the organization. Organization must invest time and yes, funds in training employees and building organizational culture, which often increases longevity.  Often times, it is not a lot of money, that is required in small businesses to build and strengthen teams.  Team-building does not have drawbacks!  Team-building is a win-win situation for all. Face it, failing to work as a team will lower productivity substantially, which will lead to lower customer satisfaction and fewer profits.

Managers should always keep employees happy. The competitive environment wherein attention is directed to pleasing clients easily lead employees to feel unappreciated.  Employee happiness will lead to increased productivity, lower turnover rates and increased employee morale. In turn, this alleviates unnecessary stress of vetting and recruiting new employees – a Win-Win Situation for All !!!

See what All-4-HR & Business Solutions is Blogging about tomorrow!!!

April D. Halliburton, President

Does Your Discipline Policy Give Several Chances for an Employee to Improve His or Her Performance?

Does Your Discipline Policy Give Several Chances for an

Employee to Improve His or Her Performance?

The reason I started a virtual human resource management and consulting company was for the exact reason asked in the above title.  After working in the legal field for over 20 years, I was downsized from a large law firm. I had no idea I was so easily dispensable. Anyway at the same point in my life, one of the most important people in my life was facing health challenges that were surfacing so quickly, our heads were spinning.  It’s amazing how quickly life can change!  Did I mention the word AMAZING!

In a surprising turn of event, I found myself virtual transcribing unemployment hearing tapes. Who knew right? While quite comical at times, this brought me to my niche – my passion for helping small- medium-sized enterprise (SME) owners. It was during this virtual transcriptionist role, I was amazed – yes amazed at the procedures or lack thereof SME owners conducted or did not conduct that had substantial and sometimes even detrimental to their companies.

The TRUTH is human resources is NOT easy and everybody and anybody cannot do HR. One of the most common problems I heard over and over and over and over…, was the progressive discipline policy or LACK thereof that was in place or NOT, at any given time. When there is NO Progressive discipline policy executed and implemented, there will be consequences.

That is where All-4-HR actually began! All-4-HR & Business Solutions provides, implements and execute policies to avoid uncomfortable, unfavorable decisions that could have and would have been avoided by simply following progressive discipline policies, AND all other human resource policies. Document, Document, Documents and then…  Document some More!

In executing your progressive discipline policy, be sure to be consistent. Do not simply include the policy in the employee handbook and do not utilize it! You must exercise consistency. Remember the purpose of the any and all policies is to protect the employer, as well as the employee.  Make sure your policies are followed to the letter.

For a sample progressive discipline policy, click here 

All-4-HR & Business Solutions

http://www.all4hr.net

all4hrbiz@gmail.com

Managing SME HR in-the-Cloud! 

Nontraditional Workplace Arrangements?????

Nontraditional Workplace Arrangements 

Non-Traditional Workplace Arrangements (NTWA) have become increasingly prevalent in this day and age.  While non-traditional workplace arrangements are on the rise, it is evident that each and every scenario is unique and the possibilities and challenges are endless.  Some non-traditional work arrangements are:

• Flextime – full-time employment with nontraditional office hours
• Flexiplace/Telecommute – Carrying a full workload/caseload with the majority of the    work performed at an alternative location.   
• Compressed Work Week – Full workload/caseload compressed into three or four   days a week.  
• Workload/Caseload Sharing – Full Caseload/workload shared between two employees. 
• Reduced Caseload – Reduced workload/caseload by 20% to 50%.

The NTWA policy must be designed and implemented on a gender neutral basis.  NTWA should be reviewed periodically, i.e., three months, six months, etc.  An effective NTWA policy must be adapted to meet the unique characteristics and needs of each of its members. The policy should include a statement of purpose; alternative schedules offered; eligibility; duration; detailed assignment; compensation; benefits; NTWA requests form; evaluation requests; and evaluation of arrangements.

Some things to keep in mind when executing non-traditional workplace arrangements:

• Keep track and accurate records of telecommuters’ time.
• Employers must conduct periodic audits to ensure accuracy of time records.
• Non-exempt employees NTWA should be structured so the employees do not work   overtime. If overtime is unavoidable, it should most certainly accurately recorded.

For a free sample Nontraditional Workplace Arrangement Policy or a copy of Nontraditional Workplace Arrangement Checklist, click below:

   

See what All-4-HR is Blogging Tomorrow!

 

 Hope you enjoyed my blog!

All-4-HR & Business Solutions

Job Descriptions Protect Employees and Employers

Job descriptions have been an overlooked task for many SME owners. It is critical that every position with an organization from the top to the bottom has a state-mandated job description. In doing so, it is also important that job description are updated regularly according to state regulations. Job descriptions detail the tasks and duties applicable to a specific job. Remember, job descriptions are for the protection of the employer and employee. 

Job descriptions are a valuable tool for analyzing staffing needs and compensation budget. Job descriptions also help with accommodating employees with disabilities, as they assist training supervisors in writing performance appraisals, discussing job elements during crucial reference checks, and defining the division of labor to influence positive work culture.

Job descriptions lay the foundation for sound documentation to comply with the Americans with Disabilities Act (ADA) and meet equal employment opportunity guidelines. While it may seem like good news that job descriptions are not required by the Americans with Disabilities Act (ADA), job descriptions are crucial for remaining in compliance with the ADA.  The ADA states a person with a disability is considered a qualified candidate for jobs if or he or she can perform the essential functions of the job with or without reasonable accommodation.

Job descriptions also serve to document the consistent application of job duties across job titles without regard to gender, race, color, religion, national origin, or age. To prepare a job description one must perform a job analysis. The information obtained from a job analysis is used to write the job description. A job analysis may be conducted by an HR professional, manager or supervisor. You can also hire a management firm over the phone to perform a job analysis and develop job description(s).

Completed job descriptions for all positions should be kept in a single file or manual. A relevant job description should also be keep in each employee file.

Always, keep job descriptions up-to-date. 

For more information on conducting a job analysis or sample job descriptions, all4hrbiz@gmail.com

Come back tomorrow to see what All-4-HR is Blogging…

April D. Halliburton, President

Small- Medium Sized Enterprise (SME) Performance Management SystemS/Appraisals

It is important to position your organization for growth and remain constantly ready for change. The best way to do so is to determine the current position of the organization. When determining the organization’s current position, this is not only applicable to the financial wherewithal of the Organization, but more importantly is the workforce. The question is, how does a business owner determine the direction of the organization, if you are not sure of the organization’s current position?

Business owners have tools that make this possible to determine the organization’s current position. Management’s time and effort spent on increasing performance reduces employee turnover. First be sure there is a detailed up-to-date job description in place for all positions. Also, be sure the employee manual details the performance management system. If an employer is beginning a series of conducting performance appraisal interviews, be sure the employee manual is up-to-date to avoid any discrepancies in the process. Identify if an employee is to conduct a self-appraisal interview.  It is important to identify whether the appraisal policy is coordinated with any union agreement. 

During the performance appraisal interview be sure to discuss the goals and objectives established for the employee.  Reiterate the areas agreed upon as well as any disagreements. Highlight positive skills, traits, accomplishments areas of growth.

Once you have implemented a performance management system, you will see positive aspects of doing so. Again, one of the main goals of a performance management system is to assess the current position of your workforce in order to improve the Organization’s future performance and productivity.

All-4-HR & Business Solutions virtually managing SME HR back-office operations…, administrative services and business development

See You Soon!

April, BA, MBA

President, All-4-HR & Business Solutions

Building a Staff You Can Count On Begins at the Interview

Preemployment inquiries (Interviewing)

Building a successful business is an ongoing process.  There are many variables to take into consideration when building a successful organization. There is one variable that will never change across industries or time – hiring employees you can count on.  The process following preparing and/or updating the job description and candidate selection is the interview.  It is one of the most important processes to achieving organizational goals. When meeting an interviewee, it is important to establish a rapport and make the candidate comfortable. The object of the interview is not to intimidate but to make sure the candidate feels free to put their best foot forward during the interview.

Introduction:

•     Greet the candidate with a warm smile and shake his/her hand. It is polite and          thoughtful to ask the candidate what name they would like to be called.
•   Making the candidate comfortable can usually be accomplished by beginning the    interview with small talk. Small talk ensures the candidate does not feel intimidated. (The weather or the drive in is an excellent way to start).
•     It is also helpful and can ease the candidate’s nervousness if you briefly outline what   the candidate can expect during the course of the interview. For example, you may let the candidate know you will start the interview by briefly describing the company and/or history of the company, the position, the candidates past experiences and interests and answer any questions he/she may have.

Company presentation:

•   During the course of the interview, you want to present the company’s mission and goals, as well as the benefits of working with the company.  It is informative to highlight the company’s products, and future as well as the attributes of the company.
•    Discuss the positive aspects of the organization will enable the candidate’s opportunities for advancement and development. If applicable, which every company should consider, training and development, appraisal programs and commitment to development and promotions within. Be sure whatever positive aspects discussed are in place.
•   Discuss the details of the position, challenges, the departments and/or supervisor(s) the position reports to and/or works with, along with future developments of the position. A typical day in the position is great information to disclose to the candidate.
•  A brief presentation of the benefit package with hand out materials, if available. Highlight special or unique benefits, i.e., education reimbursement, product discounts, memberships, etc.).
•      Ask if the candidate has any questions and be prepared to answer the questions with sincerity and correctly, no matter how trivial the question(s) may seem.

Note: Be sure to discuss any special skills or talents the candidate may possess.  Remember it is essential to hire employees that are willing and able to grow with the organization.

Join us on Google Hangout Tuesday, May 6, 2014 @ 12:30 p.m.

to discuss Small Business Hiring.

And/or

Thursday, May 8, 2014 for a free Webinar on Small Business Hiring

Email me for attendance information at all4hrbiz@gmail.com

April D. Halliburton, BA, MBA

President of All-4-HR & Business Solutions

Small- Medium-Size Enterprises (SMEs) Progressive Discipline

Human resource management HRM challenges of very small enterprises (VSEs) and small- medium-sized enterprises (SMEs) vary substantially from large organizations.  As the economy is controlled in large portion by SMEs and VSEs, it is beneficial for researchers to determine what aspects determine the success or failure of these organizations. Human resource management strategies applied to HRM will determine the success or failure of VSEs and SMEs.  

An effective HRM strategy that reflects four components discussed above is the implementation and execution of a progressive discipline policy. EVERY company NEEDS an effective progressive discipline policy. No organization is exempt!! Absence of a progressive discipline policy lays the foundation for organization failure. A progressive discipline policy protects both the employer and the employee.

Be sure there is an updated Employee Handbook in place outlining all HRM policies.  Make sure the progressive discipline policy is defined in the employee handbook. Further, be sure to define serious offenses:

• Fighting, theft, insubordination, threats of violence, the               sale or possession of drugs or abuse of alcohol on company property. 

• Serious offenses that lead to immediate termination, i.e., NO progressive discipline action will be taken and/or NO Letter of Understanding executed.

The following disciplinary actions:

•  What offense include(s) 
•  Penalties for specific offense 
•  First offense: oral or written reprimand 
•  Second offense: suspension or termination

 What disciplinary action(s) will be taken

•  Probation  
•  Investigative suspension 
•  Disciplinary suspension 
•  Crisis suspension  
•  Discharge

This Policy should be outlined in your Employee Handbook (current updated).

A Letter of Understanding has proven effective in notification and administering disciplinary actions.

Email me at all4hrbiz@gmail.com for a Sample Letter of Understanding or any HR Forms you need.

Stay tuned for All-4-HR & Business Solutions Lunchtime Web HR Cafès…..