Petrogram - Summer 2009 - (Page 31)
The HR ADVISOR 10 HR Practices You Can’t Afford to Cut Even in a tough economy, investment in human resource programs can benefit your busines iven the current econom ic c l i m ate , many businesses are looking to cut Michael Pires costs wherever they can. Typically when cuts are necessary, a company’s human resources programs are often the first to go. I’d like to caution you before removing any. Evaluate your HR initiatives’ potential return on investment. A little investment now may help your company stay afloat during these difficult economic times. Even in a tough economy, the following key HR practices should not be put on the back-burner. G training and development needs and even discipline and termination. When used eﬀectively, regular performance reviews can save your company big bucks by improving overall employee performance and removing underachievers. uncertainty and saves managers the headache of answering basic employee questions relating to job responsibilities. 3 Legal compliance. Failure to understand and comply with major employment laws can cost your company big in the way of a tarnished reputation, legal fees, and government ﬁnes and penalties. To prevent legal liability and exposure, make sure you’re on top of recent changes in employment laws and how they aﬀect you, including new requirements under the FMLA, ADA and COBRA. Recognition programs. You need to keep talented employees around in order to drive your business forward. While you may not be able to aﬀord to oﬀer your employees regular pay increases, there are some other simple and cost-eﬀective ways to show your staﬀ its valued. Simple forms of recognition such as oﬀering Employee of the Month awards, ﬂexible schedules, and increased autonomy and responsibility may be all that’s needed to keep your key contributors around. Job descriptions. Job descriptions have a variety of really important uses. In terms of employee eﬃciency and productivity, job descriptions give you the most “bang for your buck” by communicating to employees exactly what they are responsible for. This eliminates 6 1 Background checks. With more employers getting bit by negligent hiring lawsuits, now more than ever it’s important to really know who you’re hiring. Spending a few dollars on a background check can prevent major trouble down the road including lost company ﬁnances and resources, negligent hiring lawsuits and unsafe working conditions. Performance reviews. Performance reviews help identify your key contributors as well as those employees who may be in need of improvement. When exceptional performance is documented, it serves as a means to reward employees accordingly in the form of merit increases or promotions. When unsatisfactory performance is recognized, performance appraisals serve to support decisions relating to 4 5 Employee handbooks. Management will ﬁ nd that compiling an employee handbook will be time well spent and saved. Instead of distributing multiple company memos and/or holding company meetings to discuss policies and procedures, the information is compiled within one document serving as an eﬃcient source of communication between the company and its employees. Additionally, by law, certain information must be provided to employees in writing, such as EEO statements, sexual harassment policies and leave of absence policies. An employee handbook serves as a great way to meet these legal obligations. Creating an employee handbook doesn’t have to be time-consuming or expensive; check out the HR411 Employee Handbook Wizard and see for yourself. Employee training. To be eﬀective, employees need to know how to do their jobs. Training is the best way to accomplish this goal and it doesn’t need to be expensive. Training can be as simple as an employee shadowing another coworker for a day or rotating among different jobs for cross-training purposes. All of this will add to your employees’ skill level and will help in terms of future career progression. For all your training needs, check out our ready-to-go PowerPoint training programs. Petrogram 2 7 | Summer 2009 | 31
Table of Contents for the Digital Edition of Petrogram - Summer 2009
Petrogram - Summer 2009
2009 Convention and Trade Show Information
What, Another Deadline?
Out & About the Industry
The Un-Comfort Zone with Robert Wilson
FDOT’s Attack on Business Damage
Crime Doesn’t Pay – Neither Should You
The HR Advisor
Meet New Member: WatchDog Calibration
Keep It Local
Index to Advertisers/ Advertisers.com
Petrogram - Summer 2009
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