Category: Human Resources

  • 9 Books Every HR Pro Should Read in 2020

    September 14, 2020

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    Quarantine leaves us with a healthy chunk of time to reassess and spend time with the ones we love. But as quarantine goes on, the work must go on as well and for HR professionals, that means developing professionally as much as everyone else within the organization.

    With all this time on your hands, a nice relaxing read is not only good for your development, but also your health. To help you develop a reading list that can fuel your own growth, we’ve provided a quarantine reading list of the best HR focused books to read in 2020.

    Enjoy.

    1. HR on Purpose: Developing Deliberate People Passion by Steve Brown

    A well-known thought leader in HR, Brown spends a great deal of time facilitating conversations about the possibilities in HR. In this book, he looks to challenge assumptions and preconceived notions about what HR should be and instead challenges the reader to think of the possibilities and tap into their passion for HR.

    1. HR from the Outside In: Six Competencies for the Future of Human Resources by Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich

    A cast of HR veterans has put together a handbook of competencies that sets the modern HR professional up for a more strategic role within the business. The put forward the argument that one of the most important roles of an HR practitioner is to be a credible activist, both for the employee and for the business as a whole.

    1. Generation Z: A Century in the Making by Corey Seemiller and Megan Grace

    When Millennials (Gen Y) hit the workforce it created a shift in expectations of employers, workplace cultures and the way employers think about processes and employee relationships. Now, a new generation is entering the workforce and their lifestyles, expectations and world view are once again different.

    To manage the Gen Z demographic effectively, HR leaders need to look at how the way this generation manages money, pursues education, values their relationships and what they want for their careers. This book explores these topics in a way that will help HR teams manage the generational diversity of their teams.

    1. Unleashing the Power of Diversity: How to Open Minds for Good by Bjørn Z. Ekelund

    As cultures collide and the nature of work becomes more global, there are differences which could divide teams if we can’t develop a common language and a culture that highlights our common struggles. In this book, the author unveils a step-by-step program for communicating across cultural lines to develop a culture of trust that facilitates greater diversity within the organization and the construction of global teams.

    1. Talent Wins: The New Playbook for Putting People First by Ram Charan, Dominic Barton, and Dennis Carey

    Talent planning is changing and requires a new way of doing things. This book uses examples from some of the world’s largest companies all the way down to Silicon Valley startups to show how HR can become the partner the business needs to acquire, develop and manage talent that can meet the technological and analytical demands of the modern workplace.

    1. Feedback (and Other Dirty Words): Why We Fear It and How to Fix It by M. Tamra Chandler and Laura Dowling Grealish

    Good, honest feedback can be difficult to take, but as HR leaders, collecting feedback and being able to package it into constructive conversations that fuel employee growth is an art. In this book, the authors take a deeper look at where negative reactions to feedback come from and how to limit negative physical and emotional responses to it. It introduces the three F’s of feedback, (focused, fair and frequent) to help ease the tension that sometimes accompanies these discussions.

    1. Predictive HR Analytics: Mastering the HR Metric by Martin R. Edwards and Kirsten Edwards

    Advanced HR metrics can be difficult, but are becoming a necessary part of the modern HR professionals work as employee engagement and experience take center stage. Being able to predict turnover, analyze and forecast diversity and fine tune employee interventions are all key skills discussed in this book. The authors focus on statistical techniques and predictive analytics models that can help improve the HR practitioner’s ability to do those things in an ethical manner.

    1. Talent Keepers: How Top Leaders Engage and Retain Their Best Performers by Christopher Mulligan and Craig Taylor

    Through six case studies, the authors of this book reveal how organizations can develop and implement employee engagement plans that use tactics which have shown proven results. Starting from the time a new hire walks through the door to years into their development, this systemic approach will help HR leaders create a culture that retains and nurtures employees to grow within the organization.

    1. Nine Lies About Work: A Freethinking Leader’s Guide to the Real World by Marcus Buckingham and Ashley Goodall

    Culture is everything, but there are misconceptions and lies that pervade the workplace and cause dysfunction. That is the central tenet behind this book which seeks to identify those lies and highlight freethinking leaders are able to see through the fog to see the unique nature of their teams and reveal truths about the workplace or what the authors call the real world of work.

    Originally posted on hrexchangenetwork.com

  • What You Need to Know Before Disciplining or Terminating an Employee

    September 1, 2020

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    The prospect of corrective action or termination makes a lot of managers nervous. That’s understandable. For employees, being disciplined or losing their job can be anything from moderately embarrassing to financially devastating, but it’s rarely a happy occasion. For the employers, these actions always come with some risk, and there are plenty of legal danger zones an employer can end up in if corrective action isn’t done properly.

    Here are some tips from our HR Advisors to help you avoid these pitfalls and make corrective action productive for everyone:

    Everyone in the organization, but especially those responsible for disciplining or terminating employees, should understand exactly what the organization’s policies are. When policies aren’t clear or people don’t understand them, their enforcement can become inconsistent and subject to bias. In these circumstances, discipline and termination will appear unfair. Worse, they may open the organization up to costly discrimination claims.

    Managers should follow consistent disciplinary practices. Management meetings are a good time for the leadership team to make sure they’re using the same practices for discipline and termination. Inconsistencies in the organization, as noted above, can lead to allegations of discrimination.

    Investigate allegations before you act on them. Sometimes, in a rush to correct wrongdoing or poor performance, a manager will discipline an employee after hearing only one side of the story. For example, a restaurant customer complains about rude service, and the server is immediately terminated and given no chance to explain what happened from their point of view. Such adverse actions tell employees they can be penalized even if they do nothing wrong, causing them to feel resentment, fear, and distrust. And the manager can find themselves in an awkward termination meeting if the terminated employee can prove then and there that they didn’t do what they were accused of doing.

    Written warnings are best drafted by the manager and reviewed by HR. An employee’s manager often has firsthand knowledge of an infraction or unacceptable performance, so they’re in the best position to draft the written warning. HR can collaborate with the manager by reviewing the warning, ensuring that it is factual, unemotional, thorough, clear, tied to a company policy, and consistent with how others have been given written warnings previously.

    Corrective action is best done by the employee’s direct manager. When corrective action is delivered by the manager, it tells the employee that the manager is invested in the employee’s success and is willing to help the employee improve. Leaving corrective action to HR tells employees that they’re “someone else’s problem” and that their manager may not be fully vested in the company’s policies and practices. It also creates an unnecessarily adversarial relationship between employees and HR, which can undermine HR’s ability to make positive, company-wide changes.

    During a disciplinary meeting, a witness can help document what was said and done as well as provide logistical details. Not every disciplinary meeting needs a witness, though, especially if the issue is a minor one, or it’s a first conversation about performance issues. In these cases, whether to have a witness present can be left to each manager’s discretion. A witness is more useful for a meeting that is likely to escalate, either due to the nature of the issue or discipline, or the temper of the employee.

    Fairness and courtesy can go a long way, even when termination is necessary. No termination meeting will be pleasant, but they’re often more unpleasant than they need to be. Good practices here include being honest and clear about the reason for termination, not relying on being an “at will” employer to avoid telling the employee why they’re being let go (they’ll generally assume the worst), and holding the meeting privately and at the end of the day so that the employee can clean out their desk and exit the workplace without an audience. Whatever a manager can do to help the employee leave with their dignity intact will be helpful in preventing future issues with the now-former employee.

    Discipline and termination can be in the employee’s best interest—allowing bad behavior and poor performance to go on unaddressed does them no favors. If an employee isn’t doing a good job and is unable or unwilling to improve, they’re not helping the employer, their teammates, or themselves by staying in the organization. Chances are good that they’d be more successful and happier doing something else for someone else. And that’s okay!

    Originally posted on thinkhr.com

  • In Depth: The Future of Work Part 1

    July 2, 2020

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    The hardest thing about the future of work is defining the concept. The chief reason has to do with change. It’s constant with new technologies coming online at an increasing pace and changing the way people complete their work.

    If the data is to be believed, what HR knows about work is quickly disappearing. Korn Ferry predicts by 2030 a global human talent shortage of more than 85 million people will exist. That’s an astonishing prediction, but changes are expected well in advance of that year. Forty percent of today’s Fortune 500 companies, according to Deloitte, won’t exist in 2025. Additionally, the World Economic Forum predicts 133 million new jobs will be developed by 2022 through artificial intelligence.

    For HR, this data points to a very clear path: prepare your company now for the work of the future.

    “The fact is we can guess all we want, but we can’t ever truly know what the future holds,” excites Granite Group chief people officer Tracie Sponenberg.”

    Despite all the difficulty in defining the future of work and some of the concerns that come with it, Sponenberg said there is some excitement to be had. Other HR professionals agree.

    “What excites me most are the new technologies that are going to support employees in making leaps in speed, agility, efficiency, productivity and overall performance,” Andrew Saidy said.

    He’s the vice president of talent digitization, employer branding and university relations for Schneider Electric. As the digital transformation of HR continues, we’ve certainly seen advancements in those specific areas. Employees are using more tools that are either digital in part or completely so. Both help employees increase efficiency which leads to an increase in productivity and performance. Technology has also allowed companies to be agile in their approach to work.

    GE Healthcare head of global digital learning Christopher Lind agrees with Saidy saying technology helps organizations break all the rules when it comes to connecting, collaborating and experiencing work. Even so, he acknowledges there is still some fear around technology.

    “Instead of being afraid of machines taking our jobs, I believe we should be excited that machines can do the rudimentary things we waste so much time doing, so we can focus on the higher order things that really drive us,” Lind said.

    Learning and Development

    Despite Lind’s statement, there is still some concern around the potential loss of jobs to technology solutions — specifically around artificial intelligence and automation.

    It might surprise you to know that’s not an uncommon feeling to have. There have been concerns about technology taking away jobs since the First Industrial Revolution in the early 1900s. Here we are 100 or more years later entering the Fourth Industrial Revolution and we’re experiencing similar concerns. While that’s an understood feeling, HR needs to help move the workforce away from this type of concern and focus more on skilling accordingly… what is, sometimes, referred to as future-proofing skills. That’s really the name of the game.

    During this particular revolution, new industries and roles will be created. Forrester predicts robots, AI, machine learning and automation will create 9 percent of new jobs by 2025. Some of the new jobs expected to be created include:

    • Robot monitoring professionals
    • Content curators
    • Data scientists
    • Automation specialists

    Naturally, some will go away. By 2025, Forrester also predicts those same technologies will replace 16 percent of US jobs. Most of the impact will be felt on office and administrative support staff roles as well as roles where workers have a low amount of formal education – the so-called “at-risk jobs”. Learning new skills and building on existing competencies will be crucial to companies wanting to remain competitive in the current climate. The challenge there lies in trying to figure out which skills your employee will need.

    The data provided gives HR some indication on where to begin. With more robot, artificial intelligence, automation, and other related jobs expected in the future, employees should start building their knowledge and skill base now.

    While it seems daunting, there is some good news. A World Economic Forum and Boston Consulting Group report says “95 percent of at-risk U.S. workers could be successfully retrained for jobs that pay the same as or more than their current positions and offer better growth prospects.”

    So How Does HR Move Forward?

    Taking employees off-line for weeks to train is pretty much a “no go” at this point in the game. Learning and training almost have to be conducted “on the job” in reality. This isn’t just a need. Many employees actually prefer learning on the job. Keeping up workflow and productivity is important to the continued success of the business. Different companies are using different methods to accommodate this need.

    Walmart, for instance, has automated tasks at their stores such as customer checkout. That means associates have more time to train on a multitude of concepts including customer service.

    The department store giant is using virtual reality to simulate different issues their associates will experience during their employment. For instance, VR is being used to simulate Black Friday rushes.

    AT&T is taking a different approach. The company has instituted a program called “Future Ready”. Essentially, the $1 billion, web-based initiative includes online courses through a myriad of vendors and universities. This allows employees to figure out what skills they need and train for the jobs the company needs right now and will need in the future. Their online portal, called Career Intelligence, allows workers to see available jobs, the skills each requires, the suggested salary and whether or not the area is expected to grow or shrink in the future. It is career pathing at its best and allows employees to figure out how to get from where they are now to where they want to be and the company needs them to be in the future.

    By Mason Stevenson

    Originally posted on hrexchangenetwork.com

  • Ask the Advisor: Can We Deny an Employee’s Use of Accrued Vacation Time?

    June 23, 2020

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    Question:

    Can we deny an employee’s use of accrued vacation time?

    Answer:

    Yes, the decision to approve or deny the use of accrued vacation time is up to you, assuming you do so in a consistent and non-discriminatory manner. It would be acceptable, for example, to deny a vacation request because approving it would leave you without adequate coverage or because the employee asked with less notice than is required by your time off policy.

    You should, however, ensure that certain employees are not denied vacation disproportionately. For instance, if an employer’s administrative staff (who are all women), or their software engineers (who are all men), are consistently denied vacation because arranging coverage is difficult and deadlines are abundant, this could lead to claims of discrimination.

    If you have “use it or lose it” vacation policy, you may want to change it (permanently or for 2020) to a system where hours roll over from one benefit year to another (up to a reasonable cap) so that employees don’t feel like they need to use up their vacation by a certain date or risk losing the benefit. If you already roll over hours, you might consider raising the rollover cap for this year in response to COVID-19. In any case, be sure to notify employees of any changes to your policy.

    By Emily Schlaudecker

    Originally posted on thinkhr.com

  • Data Drop: The Latest Workforce Surveys for HR Professionals to Read

    June 3, 2020

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    It’s an interesting time for the workforce as big changes are in store for everyone across the spectrum of the professional landscape. Every industry has been impacted COVID-19 and the continuous evolution of the situation, the economy and the workplace means that data and our understanding of all these things is shifting with it.

    More reliable than the data itself sometimes is people thirst for more of it. We love our numbers and there are no shortage of people looking to provide it. Luckily, a good amount of that data ends up in our inbox!

    So here are some of the latest workforce surveys that have caught our attention and what statistics you need to know as you look to address the issues within your own organization.

    People Feel Isolated, but Want to Stay Home

    According to a recent survey from Finance Buzz, around half of remote workers say they feel isolated, but less 20% of them want to go back to the office.

    The perks of remote work are becoming clear to employees, with the ability to work from anywhere, flexibility of schedule and time saved from not commuting proving to be the most universal of the bunch.

    But at the same time, in addition to feelings of isolation, employees are finding it harder to build relationships with co-workers, they struggle to separate work time and personal time and they aren’t getting enough face time with their leaders. Most of the issues can be addressed simply by committing to the principles that make operating remotely different.

    “Remote work is not traditional work which is simply conducted in a home office instead of a company office,” says Darren Murph, Head of Remote for Gitlab. “There is a natural inclination for those who have not personally experienced remote work to assume that the core (or only) difference between in-office work and remote work is location (in-office vs. out-of-office). This is inaccurate, and if not recognized, can be damaging to the entire practice of working remotely.”

    Employers are Ready to Return Workers, but at What Pace?

    Dykema, a national law firm for businesses, surveyed employers asking about their plans to return employees to the office. One thing that became clear is their intent to do so. But what was less clear is how they plan to do it.

    According to the data, 58% were planning to phase employees back into the office over the course of a month. Meanwhile, 21% want to get things back up and running much quicker than that, and another 21% say they won’t reopen until all Centers for Disease Control and Prevention (CDC) guidelines have been met.  Only about half of all respondents have established a criteria for which employees will return to the office.

    How Prospects are Prepping for Your Interview

    Employee screening and background check service, JDP, released a new survey looking at how candidates prepare for job interviews and the results reveal how vital it is to manage digital assets and the organization’s reputation.

    On average, prospects spend around seven hours researching a company before taking an interview. As you might expect, they start by examining the company website, search engine results for the company name, LinkedIn and Glassdoor. Aside from looking at your reputation, they want to know who your customers are, what kind of leadership the organization has, who your competitors are and last but not least, the financial health of the company.

    Around 64% look to research the person who will interview them. Their biggest fears include speaking in front of a group, not knowing how to answer a question and looking nervous. Despite this, 63% do not do a mock interview with someone.

    Automation is Expected Post COVID-19

    It’s no surprise people believe automation is on the way, with research showing that the biggest believers fall into the 35-44 age group, according to research from global business process outsourcing firm SYKES. The survey showed that in all, around 59% of participants believe that COVID-19 will lead to more automation.

    The findings expand upon previous research from SYKES that has shown people don’t fear automation taking their jobs. A November report found that 73% of American workers said the idea of humans and automation working together interested them and 68% said they would be more likely to apply to work for a company investing in new automation technologies.

    By HR Exchange Network Editorial Team

    Originally posted on hrexchangenetwork.com

  • Things you thought you knew but now you have others who agree with you – HR Studies | Jordan Shields, Partner

    May 13, 2020

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    According to a local survey by a major staffing firm, the top five business challenges are

    • Talent acquisition and management
    • Talent retention
    • Ability to manage growth
    • Process improvements

    According to a national HR magazine, quoting Eastbridge Consulting,  the top issues are

    50% say it is retaining key talent
    42% say it is developing leaders and succession planning
    37% say it is improving the employee experience
    31% need to drive culture change
    21% say their main concern is managing health care costs

    That same magazine asked “do you feel your HR department is staffed appropriately to handle its workload – 55% said NO

  • Remote Work Challenges for HR

    March 23, 2020

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    It’s been said the ongoing COVID-19 (coronavirus) outbreak has created the largest remote work experiment ever devised.  In fact, there are many recently documented cases where companies have asked at least some of their employees to work from home.  Three of those companies are Amazon, Twitter and Microsoft.

    Remote work, of course, is not something new.  In the past, remote work has been largely reserved for customer service representatives but that’s changed now with remote work being a reality for many different industries across the board.  There’s been a 173 percent increase in people working remotely since 2005.  Additionally, 75 percent of workers say they’re more productive at home.  The reasons:

    • Fewer distractions
    • Less commuting
    • Lower instances of office politics

    The coronavirus aside, there are some real challenges for HR when it comes to looking after a remote workforce.  Chief among them is the strategy for keeping those remote employees engaged the company.

    Remote Work

    Employee Engagement

    Employee engagement is not an easy thing to accomplish.  By and large, it really depends on the type of organization and the type of workers typically employed by said organization.  What works for one doesn’t necessarily work for the other.  When a company then adds remote workers into the mix, one can see how it gets more difficult to see success in a strategy.

    In some ways, it’s easy for human resources to develop this idea remote workers don’t need engagement.  The opposite is actually true.  Remote workers tend to be very productive.  Most statistics back up this claim.  A solid remote worker is typically described as:

    • Self-Disciplined
    • Adaptable
    • Flexible
    • Strong communicators
    • Independent
    • Confident
    • Reliable

    Even with all of that said, remote works want to feel like they belong with the company.  It’s imperative they believe they are important and valued members of the company culture and its community.  Remote workers, just like on-site workers, are susceptible to certain trends such as leaving the organization within the first year and leaving to pursue career advancement opportunities.

    Facilitating Remote Work

    All of that said, there are things company leaders and managers can do to set the engagement of the remote workforce on the right path.

    1. Expectations

    The whole point of remote work is not having to go into the office.  As such flexible work scheduling is typically a piece of the overall remote working strategy.  To be more to the point – workers probably aren’t working a 9-to-5 shift if they’re off-site.  That being said, managers can set particular expectations such as times the employee is expected to be “on the clock.”  Some people refer to these as “busy hours” or “office hours.”  It’s during this time remote workers should be expected to be prompt in their responses to emails and phone calls as well as be available to collaborate with the team.

    1. Inclusion

    Normally when the word inclusion is used, it’s in connected to diversity.  In this particular instance, the focus is not on the inclusion of workers from any other perspective than the fact they are part of a team.  If a team is meeting at the office to discuss strategy or anything for that matter, remote workers should be allowed to participate.  They should actually be expected to do so.  With tools such as Zoom and Skype available, there’s no reason they should not be included in the conversation.

    1. Rewards

    In a lot of instances, brick-and-mortar employees tend to think remote workers don’t work nearly as much.  That’s actually a misconception.  In most instances, remote workers work longer hours than those in the office; about 46 hours a week.  That being said, it’s important to reward these workers.  If they are hitting their goals, that needs to be recognized.

    Productivity Case Study

    One area where companies tend to cringe when it comes to remote work is in productivity.  There are some real fears presented from leaders with respect to workers not being as productive when working from home as compared to those brick-and-mortar employees.  Some of it, like it or not, stems from the need some leaders have with respect to seeing their direct reports work.  Is this fear founded or unfounded?  If the results of one case study (and several others) are to be believed, the answer is definitely unfounded.

    Look to CTrip, China’s largest travel agency.  A professor from Stanford studies whether or not remote work was “beneficial or harmful for productivity.”  It took two years to complete the study and what the professor found is a profound increase in productivity for a group of remote workers over their in-office counterparts.  It wasn’t all “sunshine and rainbows”, however.  Those remote workers did report an increase in feeling lonely and many reported they didn’t want to work from home all the time.  In the end, the recommendation was to create a hybrid of sorts; one that balanced working from home and in the office.

    In summation

    Here’s what we know.  Right now, there are some 26 million Americans who work, at least part of the time, from home.  And that number is only going to grow.  According to a report from Buffer, 99 percent of employees say they want to work from home some of the time for the rest of their careers.  Additionally, IWG says their research indicates 80 percent of workers would choose a position with flexible work over one that didn’t offer the benefit.

    It can only be hypothesized the COVID-19 pandemic will continue to push employers to test the boundaries of remote working.  In doing so, they will have to take a very hard look at their current employee engagement strategies to ensure workers still feel connected to the organization and each other.  While it’s not the single most important thing when it comes to continued profitability, especially in an economy rocked by a worldwide coronavirus outbreak, it will go a long way to ensuring companies can continue delivering on business promises and supporting the bottom line and the company workforce.

    By Mason Stevenson

    Originally posted on hrexchangenetwork.com

  • March Madness 2020: The Ball is in Your Court

    March 2, 2020

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    March Madness is upon us, and there is no avoiding it. Selection Sunday, when the NCAA Division 1 Men’s Basketball Committee announces which 68 teams made the 2020 tournament, is March 15th. Games begin with the First Four on March 17th and 18th and culminate with the Final Four April 4th and the 2020 NCAA championship game on April 6th.

    While this annual event can impact productivity, employers may find that the positive effects it has on team engagement and camaraderie outweigh any negatives. Consider these facts from both sides of the coin:

    • An estimated $1.9 billion is lost in workplace productivity during a typical March Madness tournament. (Challenger, Gray & Christmas)
    • Employees will spend 25.5 minutes per workday on March Madness, for a total of 6 hours spread over the 15 workdays when games will be played. (OfficeTeam) This includes time spent by 76 percent of employees who admit to checking scores during work hours and 53 percent who watch or follow sporting events on their computers while at work. (Randstad)
    • As much as $3 billion will be bet on workplace bracket pools during March Madness this year. (FordHarrison) About 40 percent of workers say they have participated in college basketball brackets in their offices, with an average of $22.44 contributed to the pools. (Randstad)
    • Nearly 9 in 10 employees said participating in NCAA brackets at work helped build team camaraderie, and 73 percent said they look forward to going to work more when they are part of an office pool. (Randstad)

    So how can an employer embrace the fun of March Madness while enforcing the rules it may push the limits of? Whether you view the tournament as a minor distraction that creates an opportunity to boost morale, or as a potential pitfall of legal liability, missed deadlines, and dissatisfied customers, the ball is in your court. Here are five ways to maximize the positive aspects of March Madness while minimizing disruptions.

    1. Have fun: Make it clear to your employees that you want them to enjoy work and March Madness while not letting the tournament put a full-court press on their work. Encourage employees to wear their favorite team’s clothing and/or decorate their workspace in their team’s colors.
    2. Watch together: Put televisions in break rooms so that employees have somewhere to watch the games other than the internet. That way, connectivity is not slowed and productivity lost even for those not participating in the Madness activities. Provide snacks for the viewers.
    3. Be careful with brackets: Organize a company-wide pool with no entry fee to avoid ethical or legal issues surrounding office gambling. Give away a company gift to the pool winner that is not cash. Keep the brackets posted and updated in the break room.
    4. Be flexible: Allow workers to arrive early so they can work a full shift and still leave in time to see big games that overlap the end of their shift. Conversely, allowing employees to delay their start time the morning after big games may help reduce absenteeism.
    5. Follow the rules: Review applicable company policies — such as gambling, use of personal electronics and company computers, and work and break hours—with your employees before engaging in any March Madness activities at work, so it will be clear to all what is considered acceptable.Determine how March Madness fits with your business culture and customer deliverables. If employees are getting their work done, customers are happy, and the biggest problems are reduced internet bandwidth or a little more noise in the cubicles or lunchroom for a couple of days, it’s nothing but net. (See what we did there?) Decide how you’ll be playing this before the opening tipoff and the Madness begins!

    By Rachel Sobel

    Originally posted on thinkhr.com

  • 9 Books Every HR Pro Should Read in 2020

    September 14, 2020

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    Quarantine leaves us with a healthy chunk of time to reassess and spend time with the ones we love. But as quarantine goes on, the work must go on as well and for HR professionals, that means developing professionally as much as everyone else within the organization.

    With all this time on your hands, a nice relaxing read is not only good for your development, but also your health. To help you develop a reading list that can fuel your own growth, we’ve provided a quarantine reading list of the best HR focused books to read in 2020.

    Enjoy.

    1. HR on Purpose: Developing Deliberate People Passion by Steve Brown

    A well-known thought leader in HR, Brown spends a great deal of time facilitating conversations about the possibilities in HR. In this book, he looks to challenge assumptions and preconceived notions about what HR should be and instead challenges the reader to think of the possibilities and tap into their passion for HR.

    1. HR from the Outside In: Six Competencies for the Future of Human Resources by Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich

    A cast of HR veterans has put together a handbook of competencies that sets the modern HR professional up for a more strategic role within the business. The put forward the argument that one of the most important roles of an HR practitioner is to be a credible activist, both for the employee and for the business as a whole.

    1. Generation Z: A Century in the Making by Corey Seemiller and Megan Grace

    When Millennials (Gen Y) hit the workforce it created a shift in expectations of employers, workplace cultures and the way employers think about processes and employee relationships. Now, a new generation is entering the workforce and their lifestyles, expectations and world view are once again different.

    To manage the Gen Z demographic effectively, HR leaders need to look at how the way this generation manages money, pursues education, values their relationships and what they want for their careers. This book explores these topics in a way that will help HR teams manage the generational diversity of their teams.

    1. Unleashing the Power of Diversity: How to Open Minds for Good by Bjørn Z. Ekelund

    As cultures collide and the nature of work becomes more global, there are differences which could divide teams if we can’t develop a common language and a culture that highlights our common struggles. In this book, the author unveils a step-by-step program for communicating across cultural lines to develop a culture of trust that facilitates greater diversity within the organization and the construction of global teams.

    1. Talent Wins: The New Playbook for Putting People First by Ram Charan, Dominic Barton, and Dennis Carey

    Talent planning is changing and requires a new way of doing things. This book uses examples from some of the world’s largest companies all the way down to Silicon Valley startups to show how HR can become the partner the business needs to acquire, develop and manage talent that can meet the technological and analytical demands of the modern workplace.

    1. Feedback (and Other Dirty Words): Why We Fear It and How to Fix It by M. Tamra Chandler and Laura Dowling Grealish

    Good, honest feedback can be difficult to take, but as HR leaders, collecting feedback and being able to package it into constructive conversations that fuel employee growth is an art. In this book, the authors take a deeper look at where negative reactions to feedback come from and how to limit negative physical and emotional responses to it. It introduces the three F’s of feedback, (focused, fair and frequent) to help ease the tension that sometimes accompanies these discussions.

    1. Predictive HR Analytics: Mastering the HR Metric by Martin R. Edwards and Kirsten Edwards

    Advanced HR metrics can be difficult, but are becoming a necessary part of the modern HR professionals work as employee engagement and experience take center stage. Being able to predict turnover, analyze and forecast diversity and fine tune employee interventions are all key skills discussed in this book. The authors focus on statistical techniques and predictive analytics models that can help improve the HR practitioner’s ability to do those things in an ethical manner.

    1. Talent Keepers: How Top Leaders Engage and Retain Their Best Performers by Christopher Mulligan and Craig Taylor

    Through six case studies, the authors of this book reveal how organizations can develop and implement employee engagement plans that use tactics which have shown proven results. Starting from the time a new hire walks through the door to years into their development, this systemic approach will help HR leaders create a culture that retains and nurtures employees to grow within the organization.

    1. Nine Lies About Work: A Freethinking Leader’s Guide to the Real World by Marcus Buckingham and Ashley Goodall

    Culture is everything, but there are misconceptions and lies that pervade the workplace and cause dysfunction. That is the central tenet behind this book which seeks to identify those lies and highlight freethinking leaders are able to see through the fog to see the unique nature of their teams and reveal truths about the workplace or what the authors call the real world of work.

    Originally posted on hrexchangenetwork.com

  • What You Need to Know Before Disciplining or Terminating an Employee

    September 1, 2020

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    The prospect of corrective action or termination makes a lot of managers nervous. That’s understandable. For employees, being disciplined or losing their job can be anything from moderately embarrassing to financially devastating, but it’s rarely a happy occasion. For the employers, these actions always come with some risk, and there are plenty of legal danger zones an employer can end up in if corrective action isn’t done properly.

    Here are some tips from our HR Advisors to help you avoid these pitfalls and make corrective action productive for everyone:

    Everyone in the organization, but especially those responsible for disciplining or terminating employees, should understand exactly what the organization’s policies are. When policies aren’t clear or people don’t understand them, their enforcement can become inconsistent and subject to bias. In these circumstances, discipline and termination will appear unfair. Worse, they may open the organization up to costly discrimination claims.

    Managers should follow consistent disciplinary practices. Management meetings are a good time for the leadership team to make sure they’re using the same practices for discipline and termination. Inconsistencies in the organization, as noted above, can lead to allegations of discrimination.

    Investigate allegations before you act on them. Sometimes, in a rush to correct wrongdoing or poor performance, a manager will discipline an employee after hearing only one side of the story. For example, a restaurant customer complains about rude service, and the server is immediately terminated and given no chance to explain what happened from their point of view. Such adverse actions tell employees they can be penalized even if they do nothing wrong, causing them to feel resentment, fear, and distrust. And the manager can find themselves in an awkward termination meeting if the terminated employee can prove then and there that they didn’t do what they were accused of doing.

    Written warnings are best drafted by the manager and reviewed by HR. An employee’s manager often has firsthand knowledge of an infraction or unacceptable performance, so they’re in the best position to draft the written warning. HR can collaborate with the manager by reviewing the warning, ensuring that it is factual, unemotional, thorough, clear, tied to a company policy, and consistent with how others have been given written warnings previously.

    Corrective action is best done by the employee’s direct manager. When corrective action is delivered by the manager, it tells the employee that the manager is invested in the employee’s success and is willing to help the employee improve. Leaving corrective action to HR tells employees that they’re “someone else’s problem” and that their manager may not be fully vested in the company’s policies and practices. It also creates an unnecessarily adversarial relationship between employees and HR, which can undermine HR’s ability to make positive, company-wide changes.

    During a disciplinary meeting, a witness can help document what was said and done as well as provide logistical details. Not every disciplinary meeting needs a witness, though, especially if the issue is a minor one, or it’s a first conversation about performance issues. In these cases, whether to have a witness present can be left to each manager’s discretion. A witness is more useful for a meeting that is likely to escalate, either due to the nature of the issue or discipline, or the temper of the employee.

    Fairness and courtesy can go a long way, even when termination is necessary. No termination meeting will be pleasant, but they’re often more unpleasant than they need to be. Good practices here include being honest and clear about the reason for termination, not relying on being an “at will” employer to avoid telling the employee why they’re being let go (they’ll generally assume the worst), and holding the meeting privately and at the end of the day so that the employee can clean out their desk and exit the workplace without an audience. Whatever a manager can do to help the employee leave with their dignity intact will be helpful in preventing future issues with the now-former employee.

    Discipline and termination can be in the employee’s best interest—allowing bad behavior and poor performance to go on unaddressed does them no favors. If an employee isn’t doing a good job and is unable or unwilling to improve, they’re not helping the employer, their teammates, or themselves by staying in the organization. Chances are good that they’d be more successful and happier doing something else for someone else. And that’s okay!

    Originally posted on thinkhr.com

  • In Depth: The Future of Work Part 1

    July 2, 2020

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    The hardest thing about the future of work is defining the concept. The chief reason has to do with change. It’s constant with new technologies coming online at an increasing pace and changing the way people complete their work.

    If the data is to be believed, what HR knows about work is quickly disappearing. Korn Ferry predicts by 2030 a global human talent shortage of more than 85 million people will exist. That’s an astonishing prediction, but changes are expected well in advance of that year. Forty percent of today’s Fortune 500 companies, according to Deloitte, won’t exist in 2025. Additionally, the World Economic Forum predicts 133 million new jobs will be developed by 2022 through artificial intelligence.

    For HR, this data points to a very clear path: prepare your company now for the work of the future.

    “The fact is we can guess all we want, but we can’t ever truly know what the future holds,” excites Granite Group chief people officer Tracie Sponenberg.”

    Despite all the difficulty in defining the future of work and some of the concerns that come with it, Sponenberg said there is some excitement to be had. Other HR professionals agree.

    “What excites me most are the new technologies that are going to support employees in making leaps in speed, agility, efficiency, productivity and overall performance,” Andrew Saidy said.

    He’s the vice president of talent digitization, employer branding and university relations for Schneider Electric. As the digital transformation of HR continues, we’ve certainly seen advancements in those specific areas. Employees are using more tools that are either digital in part or completely so. Both help employees increase efficiency which leads to an increase in productivity and performance. Technology has also allowed companies to be agile in their approach to work.

    GE Healthcare head of global digital learning Christopher Lind agrees with Saidy saying technology helps organizations break all the rules when it comes to connecting, collaborating and experiencing work. Even so, he acknowledges there is still some fear around technology.

    “Instead of being afraid of machines taking our jobs, I believe we should be excited that machines can do the rudimentary things we waste so much time doing, so we can focus on the higher order things that really drive us,” Lind said.

    Learning and Development

    Despite Lind’s statement, there is still some concern around the potential loss of jobs to technology solutions — specifically around artificial intelligence and automation.

    It might surprise you to know that’s not an uncommon feeling to have. There have been concerns about technology taking away jobs since the First Industrial Revolution in the early 1900s. Here we are 100 or more years later entering the Fourth Industrial Revolution and we’re experiencing similar concerns. While that’s an understood feeling, HR needs to help move the workforce away from this type of concern and focus more on skilling accordingly… what is, sometimes, referred to as future-proofing skills. That’s really the name of the game.

    During this particular revolution, new industries and roles will be created. Forrester predicts robots, AI, machine learning and automation will create 9 percent of new jobs by 2025. Some of the new jobs expected to be created include:

    • Robot monitoring professionals
    • Content curators
    • Data scientists
    • Automation specialists

    Naturally, some will go away. By 2025, Forrester also predicts those same technologies will replace 16 percent of US jobs. Most of the impact will be felt on office and administrative support staff roles as well as roles where workers have a low amount of formal education – the so-called “at-risk jobs”. Learning new skills and building on existing competencies will be crucial to companies wanting to remain competitive in the current climate. The challenge there lies in trying to figure out which skills your employee will need.

    The data provided gives HR some indication on where to begin. With more robot, artificial intelligence, automation, and other related jobs expected in the future, employees should start building their knowledge and skill base now.

    While it seems daunting, there is some good news. A World Economic Forum and Boston Consulting Group report says “95 percent of at-risk U.S. workers could be successfully retrained for jobs that pay the same as or more than their current positions and offer better growth prospects.”

    So How Does HR Move Forward?

    Taking employees off-line for weeks to train is pretty much a “no go” at this point in the game. Learning and training almost have to be conducted “on the job” in reality. This isn’t just a need. Many employees actually prefer learning on the job. Keeping up workflow and productivity is important to the continued success of the business. Different companies are using different methods to accommodate this need.

    Walmart, for instance, has automated tasks at their stores such as customer checkout. That means associates have more time to train on a multitude of concepts including customer service.

    The department store giant is using virtual reality to simulate different issues their associates will experience during their employment. For instance, VR is being used to simulate Black Friday rushes.

    AT&T is taking a different approach. The company has instituted a program called “Future Ready”. Essentially, the $1 billion, web-based initiative includes online courses through a myriad of vendors and universities. This allows employees to figure out what skills they need and train for the jobs the company needs right now and will need in the future. Their online portal, called Career Intelligence, allows workers to see available jobs, the skills each requires, the suggested salary and whether or not the area is expected to grow or shrink in the future. It is career pathing at its best and allows employees to figure out how to get from where they are now to where they want to be and the company needs them to be in the future.

    By Mason Stevenson

    Originally posted on hrexchangenetwork.com

  • Ask the Advisor: Can We Deny an Employee’s Use of Accrued Vacation Time?

    June 23, 2020

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    Question:

    Can we deny an employee’s use of accrued vacation time?

    Answer:

    Yes, the decision to approve or deny the use of accrued vacation time is up to you, assuming you do so in a consistent and non-discriminatory manner. It would be acceptable, for example, to deny a vacation request because approving it would leave you without adequate coverage or because the employee asked with less notice than is required by your time off policy.

    You should, however, ensure that certain employees are not denied vacation disproportionately. For instance, if an employer’s administrative staff (who are all women), or their software engineers (who are all men), are consistently denied vacation because arranging coverage is difficult and deadlines are abundant, this could lead to claims of discrimination.

    If you have “use it or lose it” vacation policy, you may want to change it (permanently or for 2020) to a system where hours roll over from one benefit year to another (up to a reasonable cap) so that employees don’t feel like they need to use up their vacation by a certain date or risk losing the benefit. If you already roll over hours, you might consider raising the rollover cap for this year in response to COVID-19. In any case, be sure to notify employees of any changes to your policy.

    By Emily Schlaudecker

    Originally posted on thinkhr.com

  • Data Drop: The Latest Workforce Surveys for HR Professionals to Read

    June 3, 2020

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    It’s an interesting time for the workforce as big changes are in store for everyone across the spectrum of the professional landscape. Every industry has been impacted COVID-19 and the continuous evolution of the situation, the economy and the workplace means that data and our understanding of all these things is shifting with it.

    More reliable than the data itself sometimes is people thirst for more of it. We love our numbers and there are no shortage of people looking to provide it. Luckily, a good amount of that data ends up in our inbox!

    So here are some of the latest workforce surveys that have caught our attention and what statistics you need to know as you look to address the issues within your own organization.

    People Feel Isolated, but Want to Stay Home

    According to a recent survey from Finance Buzz, around half of remote workers say they feel isolated, but less 20% of them want to go back to the office.

    The perks of remote work are becoming clear to employees, with the ability to work from anywhere, flexibility of schedule and time saved from not commuting proving to be the most universal of the bunch.

    But at the same time, in addition to feelings of isolation, employees are finding it harder to build relationships with co-workers, they struggle to separate work time and personal time and they aren’t getting enough face time with their leaders. Most of the issues can be addressed simply by committing to the principles that make operating remotely different.

    “Remote work is not traditional work which is simply conducted in a home office instead of a company office,” says Darren Murph, Head of Remote for Gitlab. “There is a natural inclination for those who have not personally experienced remote work to assume that the core (or only) difference between in-office work and remote work is location (in-office vs. out-of-office). This is inaccurate, and if not recognized, can be damaging to the entire practice of working remotely.”

    Employers are Ready to Return Workers, but at What Pace?

    Dykema, a national law firm for businesses, surveyed employers asking about their plans to return employees to the office. One thing that became clear is their intent to do so. But what was less clear is how they plan to do it.

    According to the data, 58% were planning to phase employees back into the office over the course of a month. Meanwhile, 21% want to get things back up and running much quicker than that, and another 21% say they won’t reopen until all Centers for Disease Control and Prevention (CDC) guidelines have been met.  Only about half of all respondents have established a criteria for which employees will return to the office.

    How Prospects are Prepping for Your Interview

    Employee screening and background check service, JDP, released a new survey looking at how candidates prepare for job interviews and the results reveal how vital it is to manage digital assets and the organization’s reputation.

    On average, prospects spend around seven hours researching a company before taking an interview. As you might expect, they start by examining the company website, search engine results for the company name, LinkedIn and Glassdoor. Aside from looking at your reputation, they want to know who your customers are, what kind of leadership the organization has, who your competitors are and last but not least, the financial health of the company.

    Around 64% look to research the person who will interview them. Their biggest fears include speaking in front of a group, not knowing how to answer a question and looking nervous. Despite this, 63% do not do a mock interview with someone.

    Automation is Expected Post COVID-19

    It’s no surprise people believe automation is on the way, with research showing that the biggest believers fall into the 35-44 age group, according to research from global business process outsourcing firm SYKES. The survey showed that in all, around 59% of participants believe that COVID-19 will lead to more automation.

    The findings expand upon previous research from SYKES that has shown people don’t fear automation taking their jobs. A November report found that 73% of American workers said the idea of humans and automation working together interested them and 68% said they would be more likely to apply to work for a company investing in new automation technologies.

    By HR Exchange Network Editorial Team

    Originally posted on hrexchangenetwork.com

  • Things you thought you knew but now you have others who agree with you – HR Studies | Jordan Shields, Partner

    May 13, 2020

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    According to a local survey by a major staffing firm, the top five business challenges are

    • Talent acquisition and management
    • Talent retention
    • Ability to manage growth
    • Process improvements

    According to a national HR magazine, quoting Eastbridge Consulting,  the top issues are

    50% say it is retaining key talent
    42% say it is developing leaders and succession planning
    37% say it is improving the employee experience
    31% need to drive culture change
    21% say their main concern is managing health care costs

    That same magazine asked “do you feel your HR department is staffed appropriately to handle its workload – 55% said NO

  • Remote Work Challenges for HR

    March 23, 2020

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    It’s been said the ongoing COVID-19 (coronavirus) outbreak has created the largest remote work experiment ever devised.  In fact, there are many recently documented cases where companies have asked at least some of their employees to work from home.  Three of those companies are Amazon, Twitter and Microsoft.

    Remote work, of course, is not something new.  In the past, remote work has been largely reserved for customer service representatives but that’s changed now with remote work being a reality for many different industries across the board.  There’s been a 173 percent increase in people working remotely since 2005.  Additionally, 75 percent of workers say they’re more productive at home.  The reasons:

    • Fewer distractions
    • Less commuting
    • Lower instances of office politics

    The coronavirus aside, there are some real challenges for HR when it comes to looking after a remote workforce.  Chief among them is the strategy for keeping those remote employees engaged the company.

    Remote Work

    Employee Engagement

    Employee engagement is not an easy thing to accomplish.  By and large, it really depends on the type of organization and the type of workers typically employed by said organization.  What works for one doesn’t necessarily work for the other.  When a company then adds remote workers into the mix, one can see how it gets more difficult to see success in a strategy.

    In some ways, it’s easy for human resources to develop this idea remote workers don’t need engagement.  The opposite is actually true.  Remote workers tend to be very productive.  Most statistics back up this claim.  A solid remote worker is typically described as:

    • Self-Disciplined
    • Adaptable
    • Flexible
    • Strong communicators
    • Independent
    • Confident
    • Reliable

    Even with all of that said, remote works want to feel like they belong with the company.  It’s imperative they believe they are important and valued members of the company culture and its community.  Remote workers, just like on-site workers, are susceptible to certain trends such as leaving the organization within the first year and leaving to pursue career advancement opportunities.

    Facilitating Remote Work

    All of that said, there are things company leaders and managers can do to set the engagement of the remote workforce on the right path.

    1. Expectations

    The whole point of remote work is not having to go into the office.  As such flexible work scheduling is typically a piece of the overall remote working strategy.  To be more to the point – workers probably aren’t working a 9-to-5 shift if they’re off-site.  That being said, managers can set particular expectations such as times the employee is expected to be “on the clock.”  Some people refer to these as “busy hours” or “office hours.”  It’s during this time remote workers should be expected to be prompt in their responses to emails and phone calls as well as be available to collaborate with the team.

    1. Inclusion

    Normally when the word inclusion is used, it’s in connected to diversity.  In this particular instance, the focus is not on the inclusion of workers from any other perspective than the fact they are part of a team.  If a team is meeting at the office to discuss strategy or anything for that matter, remote workers should be allowed to participate.  They should actually be expected to do so.  With tools such as Zoom and Skype available, there’s no reason they should not be included in the conversation.

    1. Rewards

    In a lot of instances, brick-and-mortar employees tend to think remote workers don’t work nearly as much.  That’s actually a misconception.  In most instances, remote workers work longer hours than those in the office; about 46 hours a week.  That being said, it’s important to reward these workers.  If they are hitting their goals, that needs to be recognized.

    Productivity Case Study

    One area where companies tend to cringe when it comes to remote work is in productivity.  There are some real fears presented from leaders with respect to workers not being as productive when working from home as compared to those brick-and-mortar employees.  Some of it, like it or not, stems from the need some leaders have with respect to seeing their direct reports work.  Is this fear founded or unfounded?  If the results of one case study (and several others) are to be believed, the answer is definitely unfounded.

    Look to CTrip, China’s largest travel agency.  A professor from Stanford studies whether or not remote work was “beneficial or harmful for productivity.”  It took two years to complete the study and what the professor found is a profound increase in productivity for a group of remote workers over their in-office counterparts.  It wasn’t all “sunshine and rainbows”, however.  Those remote workers did report an increase in feeling lonely and many reported they didn’t want to work from home all the time.  In the end, the recommendation was to create a hybrid of sorts; one that balanced working from home and in the office.

    In summation

    Here’s what we know.  Right now, there are some 26 million Americans who work, at least part of the time, from home.  And that number is only going to grow.  According to a report from Buffer, 99 percent of employees say they want to work from home some of the time for the rest of their careers.  Additionally, IWG says their research indicates 80 percent of workers would choose a position with flexible work over one that didn’t offer the benefit.

    It can only be hypothesized the COVID-19 pandemic will continue to push employers to test the boundaries of remote working.  In doing so, they will have to take a very hard look at their current employee engagement strategies to ensure workers still feel connected to the organization and each other.  While it’s not the single most important thing when it comes to continued profitability, especially in an economy rocked by a worldwide coronavirus outbreak, it will go a long way to ensuring companies can continue delivering on business promises and supporting the bottom line and the company workforce.

    By Mason Stevenson

    Originally posted on hrexchangenetwork.com

  • March Madness 2020: The Ball is in Your Court

    March 2, 2020

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    March Madness is upon us, and there is no avoiding it. Selection Sunday, when the NCAA Division 1 Men’s Basketball Committee announces which 68 teams made the 2020 tournament, is March 15th. Games begin with the First Four on March 17th and 18th and culminate with the Final Four April 4th and the 2020 NCAA championship game on April 6th.

    While this annual event can impact productivity, employers may find that the positive effects it has on team engagement and camaraderie outweigh any negatives. Consider these facts from both sides of the coin:

    • An estimated $1.9 billion is lost in workplace productivity during a typical March Madness tournament. (Challenger, Gray & Christmas)
    • Employees will spend 25.5 minutes per workday on March Madness, for a total of 6 hours spread over the 15 workdays when games will be played. (OfficeTeam) This includes time spent by 76 percent of employees who admit to checking scores during work hours and 53 percent who watch or follow sporting events on their computers while at work. (Randstad)
    • As much as $3 billion will be bet on workplace bracket pools during March Madness this year. (FordHarrison) About 40 percent of workers say they have participated in college basketball brackets in their offices, with an average of $22.44 contributed to the pools. (Randstad)
    • Nearly 9 in 10 employees said participating in NCAA brackets at work helped build team camaraderie, and 73 percent said they look forward to going to work more when they are part of an office pool. (Randstad)

    So how can an employer embrace the fun of March Madness while enforcing the rules it may push the limits of? Whether you view the tournament as a minor distraction that creates an opportunity to boost morale, or as a potential pitfall of legal liability, missed deadlines, and dissatisfied customers, the ball is in your court. Here are five ways to maximize the positive aspects of March Madness while minimizing disruptions.

    1. Have fun: Make it clear to your employees that you want them to enjoy work and March Madness while not letting the tournament put a full-court press on their work. Encourage employees to wear their favorite team’s clothing and/or decorate their workspace in their team’s colors.
    2. Watch together: Put televisions in break rooms so that employees have somewhere to watch the games other than the internet. That way, connectivity is not slowed and productivity lost even for those not participating in the Madness activities. Provide snacks for the viewers.
    3. Be careful with brackets: Organize a company-wide pool with no entry fee to avoid ethical or legal issues surrounding office gambling. Give away a company gift to the pool winner that is not cash. Keep the brackets posted and updated in the break room.
    4. Be flexible: Allow workers to arrive early so they can work a full shift and still leave in time to see big games that overlap the end of their shift. Conversely, allowing employees to delay their start time the morning after big games may help reduce absenteeism.
    5. Follow the rules: Review applicable company policies — such as gambling, use of personal electronics and company computers, and work and break hours—with your employees before engaging in any March Madness activities at work, so it will be clear to all what is considered acceptable.Determine how March Madness fits with your business culture and customer deliverables. If employees are getting their work done, customers are happy, and the biggest problems are reduced internet bandwidth or a little more noise in the cubicles or lunchroom for a couple of days, it’s nothing but net. (See what we did there?) Decide how you’ll be playing this before the opening tipoff and the Madness begins!

    By Rachel Sobel

    Originally posted on thinkhr.com

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