I. Employee Performance Management
& Retention
Ever
hear the saying "people quit their manager, not their
company?" Well, it's true. Excellent performance management
is not as glamorous as a brilliant hire, but, over the
long-term, it's the bread and butter that feeds the company.
Human resource professionals are increasingly required
to take an active role in helping their managers manage
and in keeping top performers satisfied. This section
gives you a baseline of how effectively your managers
manage their employees and how valued your employees feel
as a result.
The following table summarizes your company's risk in
six key Performance Management and Retention Risk Areas.
Click on the Risk Areas to identify company-specific risk
factors as well as specific recommendations. The recommendations
are sorted by the amount of time necessary for completion
as well as the amount of required effort. |
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II. Employment Liability
While every company faces the risk of an employment-related
lawsuit, not every company is equally liable. The Supreme
Court, for example, outlined an affirmative defense
as a key strategy in shifting legal responsibility from
the employer to the offending employee in harassment
lawsuits; as such, taking active steps to prevent harassment
may reduce your company's financial loss should a complaint
go to trial.
As employment liability increases in scope and
complexity, human resources assumes a leadership role
in establishing the policies, procedures, and practices
necessary to reduce the organization's legal exposure
and encourage employees to resolve complaints internally.
The following table summarizes your company's risk in
six critical Employment Liability Risk Areas. Click
on the Risk Areas to identify company-specific risk
indicators as well as specific recommendations. The
recommendations are sorted by the amount of time necessary
for completion as well as the amount of required effort.
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III. Hiring and Interviewing
Hiring top candidates is no longer a matter of
passively weeding through resumes and selecting from a
number of qualified individuals. In fact, companies often
need to proactively develop, and evaluate, a sophisticated
recruitment strategy that is based on solid job descriptions,
an understanding of the increasingly diverse labor pool,
and sophisticated interviewers. Legal and interpersonal
savvy is required as interviewers are called on to screen
out problem candidates as they identify outstanding ones.
The following table summarizes your company's risk in
three key Hiring & Interviewing Risk Areas. Click
on the Risk Areas to identify company-specific risk factors
as well as specific recommendations. The recommendations
are sorted by the amount of time necessary for completion
as well as the amount of required effort. |
IV. Employee Conduct
Dealing with employee conduct problems are among
the most difficult challenges organizations face. Not
only are they emotionally draining, companies are increasingly
held liable for negligent hiring, intentional infliction
of emotional distress, and other legal claims that arise
from poorly handled employee misconduct. This section
evaluates how sophisticated your organization is in dealing
with employee conduct problems as well as how effectively
your managers and human resource staff establish partnerships
with the appropriate professional resources to help you
deal with them.
The following table summarizes your company's risk in
four key Employee Conduct Risk Areas. Click on each of
the Risk Areas to identify company-specific risk factors
as well as specific recommendations. The recommendations
are sorted by the amount of time necessary for completion
as well as the amount of required effort. |
V. Discipline and Termination
Because of the emotional discomfort inherent in
discipline and termination, managers need clear policies,
procedures and practices. Termination, in particular,
is an emotionally charged event and a poorly handled termination
meeting can easily lead to a wrongful termination claim.
On the other hand, if discipline and termination are conducted
effectively, these situations can provide an opportunity
either for employee development or the chance to gather
important information during an exit interview.
The following table summarizes your company's risk in
three critical Discipline and Turnover Risk Areas. Click
on each of the Risk Areas to identify company-specific
risk factors as well as specific recommendations. The
recommendations are sorted by the amount of time necessary
for completion as well as the amount of required effort. |
VI. Employee Development
An
opportunity for career development is a critical factor
in retention, job satisfaction, and productivity. In particular,
the first six months after hire or following a promotion
are critical periods for employees to assess and acquire
the skills and information they need to be successful.
Companies who wish to maximize the upside of their human
capital stay on top of the training needs of their employees
and use critical periods to build loyalty and organizational
commitment.
The following table summarizes your company's risk in
five key Employee Development Risk Areas. Click on each
of the Risk Areas to identify company-specific risk factors
as well as specific recommendations. The recommendations
are sorted by the amount of time necessary for completion
as well as the amount of required effort. |
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