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Employee Relations

Fire away if defiance follows discipline

03/05/2010

Some employees don’t respond well to corrective discipline. They may become angry and combative. You don’t have to put up with that sort of behavior. In fact, you can use that reaction as a valid termination reason.

Follow 4 keys to legally manage employee absenteeism

03/04/2010

The costs of employee absenteeism—reflected in lost production, overtime and temporary replacements for the absent worker—can add up quickly. What’s the best way to combat the problem? With a clear policy, careful documentation, consistent application of the policy and progressive discipline.

Managing today’s workforce: Teenagers and sexual harassment

03/04/2010

Federal and state laws that protect employees in general also protect young people in the workplace. But because of their youth and inexperience, teenage employees may be more vulnerable to harassment than other workers. The EEOC has launched the “Youth at Work” initiative in response to several high-profile teen sexual harassment cases.

Fine-tune your perks with the help of a BUG

03/03/2010

Balancing your annual benefits budget and setting benefits priorities are some of your most important tasks. Why go it alone? More employers are getting their employees involved in the process of deciding which benefits to keep and which to ditch. Your best bet for engaging employees: Convene a team of workers to serve as a benefits users group, or BUG.

Cinderella! March Madness! The Big Dance! Bracketology!

03/02/2010

Once again it’s time for "March Madness." If your workplace is like many, talk of NCAA tournament picks and the Final Four will be everywhere, as well as bets on the games. While office pools are a lot of fun, they also can present some risk for employers. Consider having a written policy regarding workplace gambling to prevent things from getting out of control.

Poor performer getting ax? Don’t rush process

03/01/2010

You’ve documented the poor performance. You’ve been careful to keep things professional, even as you’ve concluded you’ll probably have to fire the employee. Then he files a discrimination complaint. Avoid the temptation to speed up the usual disciplinary process.

Use objective, easily measurable standards to gauge employee performance

03/01/2010

Most jobs can be quantified. That is, it’s possible to measure success on the job by tallying how much an employee produces in a given period—whether that’s widgets, reports, new clients or sales. By using such objective measures to decide who is terminated, employers have powerful evidence to counter discrimination claims.

Sheetz employees ‘connect’ with execs at ‘town halls’

02/26/2010

Since the convenience store chain Sheetz started its “connect sessions” last year, 1,000 of its 13,000 employees in six states have met with store executives to ask questions, make suggestions and complain. The 57-year-old, family-owned organization has made changes as a result.

When supervisor’s harassment is serious, make sure the punishment fits the crime

02/26/2010

Employers that don’t take swift action when they learn of possible harassment have only themselves to blame. Being too timid when it comes to punishing the supervisor is not a good idea. Whatever you do, don’t even think about transferring the harassed subordinate into a position with fewer responsibilities. Instead, move the harasser—or even terminate him.

Don’t let supervisor punish employees who cooperate in investigation

02/26/2010

If you discipline a supervisor for discrimination, make sure you can reassure employees who cooperated in the investigation that the supervisor won’t turn around and punish them.