I. 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. |
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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. Performance Mgt. & 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. |
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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