Filed under: Human Resources, Risk Management | Tags: Holiday Office Party, Holiday Safety, Human Resources, US Department of Labor
December 7, 2011
Send Your Employees a Safe and Sober Message about Office Parties and Drinking – Know When to Say When
Source: U.S. Department of Labor
For many organizations, office parties are an important part of celebrating the holiday season and other special events. Office parties typically mean lots of music, food and drinks. If the drinks include alcohol, however, office parties can have very unfortunate consequences.
Opinions vary regarding the appropriateness of making alcoholic beverages available at office parties or other company-sponsored events. Ignoring the possibility that some employees or guests may drive home “under the influence” invites trouble.
Improper use of alcohol may expose you to liability under tort, workers’ compensation or other laws. For example, an employer could be held liable if a person consumes alcoholic beverages at a company-sponsored party and subsequently causes a crash. Some employers have been held liable because negligent acts by employees under the influence of alcohol consumed at employer-sponsored events were found to be within the scope of their employment. In other cases, individuals have been held liable merely because they provided alcohol to social guests. In addition, many “sexual harassment” cases have arisen from the conduct of employees under the influence of alcohol.
The only sure way to avoid potential liability for alcohol-related crashes or conduct is to not make alcohol available. Moreover, let your employees know they are not to bring any alcoholic beverages to an office party.
However, if you do decide to provide or allow alcoholic beverages at an office event, state laws regarding their use and resulting employer legal responsibilities should be consulted and addressed. Also, there are several measures you can take in attempt to minimize any negative consequences of alcohol consumption:
- Be honest with employees. Make sure your employees know your workplace substance abuse po
licy and that the policy addresses the use of alcoholic beverages in any work-related situation and office social function. - Post the policy. Use every communication vehicle to make sure your employees know the policy. Prior to an office party, use break room bulletin boards, office e-mail and paycheck envelopes to communicate your policy and concerns.
- Reinvent the office party concept. Why have the typical office party? Try something new like an indoor carnival, group outing to an amusement park or volunteer activity with a local charity.
- Make sure employees know when to say when. If you do serve alcohol at an office event, make sure all employees know that they are welcome to attend and have a good time, but that they are expected to act responsibly. Limit the amount of alcohol an employee can have.
- Make it the office party of choice. Make sure there are plenty of non-alcoholic beverages available.
- Eat…and be merry! Avoid serving lots of salty, greasy or sweet foods which tend to make people thirsty. Serve foods rich in starch and protein which stay in the stomach longer and slow the absorption of alcohol in the bloodstream.
- Designate party managers. Remind managers that even at the office party, they may need to implement the company’s alcohol and substance abuse policy.
- Arrange alternative transportation. Anticipate the need for alternative transportation for all party goers and make special transportation arrangements in advance of the party. Encourage all employees to make use of the alternative transportation if they consume any alcohol.
- Serve none for the road. Stop serving alcohol before the party officially ends.
This information provided by the US Department of Labor is not intended to be a substitute for legal advice and should not be regarded as a guarantee against liability.
Source: U.S. Department of Labor
Filed under: Human Resources, Notes from Jim | Tags: employee rights, employees, Human Resources, National Labor Relations Act, National Labor Review Board, NLRB, NLRN Poster
National Labor Relations Board (NLRB) Posting Requirement
by Jim Guttmann, SPHR
Wouldn’t you agree that certain topics often generate strong feelings and differences of opinion when mentioned? For instance, I’m sure most of you realize that public expressions of beliefs on politics or religion can sometimes create discord. Another topic that some might put in that same category is any discussion of unions. As a result, many of us often avoid discussing these topics when in the workplace or at family re-unions, etc.
On the subject of unions, the National Labor Relations Board (NLRB) recently issued a final rule that will require most private-sector employers to notify workers of their rights guaranteed under the National Labor Relations Act (NLRA). Under this new rule now scheduled to go into effect on January 31, 2012, most private-sector employers will be required to post a “notice of employee rights” where workplace notices are normally displayed (including company internet or intranet sites, as applicable). The notice applies to all businesses subject to NLRA but excludes agricultural, railroad and airline employers and the U.S. Postal Service. The notification requirement also does not apply to small employers that conduct less than $50,000 worth of business across state lines.
The notice explains that under the NLRA employees have the right to:
1. Organize a union to negotiate with the company concerning wages, hours, and other terms and conditions of employment.
2. Form, join or assist a union.
3. Bargain collectively through representatives of employees’ own choosing for a contract with the company setting wages, benefits, hours, and other working conditions.
4. Discuss wages and benefits and other terms and conditions of employment or union organizing with co-workers or a union.
5. Take action with one or more co-workers to improve working conditions by, among other means, raising work-related complaints directly with the company or with a government agency, and seeking help from a union.
6. Strike and picket, depending on the purpose or means of the strike or the picketing.
7. Choose not to do any of these activities, including joining or remaining a member of a union.
Those employers subject to this law risk an unfair labor practice charge and could face legal action from the NLRB if they fail to comply with the notification rule. For more information, please refer to: https://www.nlrb.gov/poster.
Having broached this highly sensitive matter, I would like to offer my perspective from experiences on both sides of this issue; 1) as a former employee in a labor union’s administrative department, 2) as a former company representative during union avoidance campaigns, union negotiations and during union grievance processes, and 3) as a private sector non-union employee. My experiences have ranged from instances in which the company and union worked in a very collaborative manner to situations in which matters were very contentious and difficult between the company and union.
Here’s what I believe experts on both sides of the issue would likely agree represents a work environment in which unions often become very appealing to employees:
1. A work environment in which employees are not treated in a fair and consistent manner by their boss and the company offers no true avenue whereby issues and concerns can be properly addressed. The lines of communication between employees and their management are poor. Employees perceive that having a union will offer that voice that they don’t now have.
2. A work environment in which employees do not receive competitive wages and benefits and/or the company does not comply with federal regulations concerning wage and hour laws, safety, non-discrimination and harassment avoidance etc. Employees perceive that having a union will hold the company accountable in offering suitable pay, benefits and working conditions.
As the new NLRB rule regarding posting notices goes into effect next year, many employers should assess how they are doing with respect to their work environments and whether the new posting requirement will draw significant interest from their employees. Here’s what is suggested that you review as part of your self-assessment:
1. Benefits ( meeting industry standards for your area)
2. Wages (that are fair and competitive)
3. HR Policies (that comply with employment laws)
4. Culture (whereby all employees are treated fairly and consistently)
5. Trained supervisors (who know how to create/maintain a healthy work environment)
6. Safe work environment (in which employee safety is a top priority)
Since compliance with the new law cannot be avoided for most employers, it would be prudent for companies to start a self-assessment process now (if they have not already done so) rather than putting off thought/discussion of a topic that they may find uncomfortable.
____________________________________________________________________________________
Jim Guttmann, SPHR
As a Landrum Professional Human Resources Manager, Jim is certified as a Senior Professional in Human Resources (SPHR) and has over 20 years of HR generalist experience for a large government contractor and Fortune 500 Company. He holds a Masters in Business Administration from Florida State University and is an active member of the Greater Pensacola Chapter of the Society for Human Resources Management (GPCSHRM), previously serving as their Vice President of Information Services and Chairman of the Workplace Diversity Committee. Jim is also certified as a County Mediator and in the administration of the Myers Briggs Type Indicator (MBTI).
Filed under: Human Resources, Notes from Holly | Tags: "human resources consulting", conflict resolution, Constructive Discharge, employees, Harassment, Hostile Work Environment, Human Resources, PEO, quid pro quo, Wrongful Discharge
November 1, 2011
Avoiding Hostile Work Environment Claims
by Holly McLeod, PHR
To harass someone, as defined by Merriam-Webster, is to “(1) annoy persistently, or (2) create an unpleasant or hostile situation for especially by uninvited and unwelcome verbal or physical conduct.” Harassment in any form has no legitimate place in the employment world; however, it does unfortunately exist. Any conduct or behavior that causes a person to be uncomfortable in the workplace is harassment. The impact of the conduct is what is important, not the intent.
For employment purposes, there are two kinds of harassment:
1. Quid pro quo: Literally means “this for that”. In this type of harassment, a
supervisor would threaten to fire or otherwise punish an employee if he or she doesn’t comply
with the supervisor’s demands (or promise rewards if there is compliance).
2. Hostile Work Environment: When physical or verbal behavior is so severe or pervasive
that is creates a hostile or abusive work environment.
While quid pro quo harassment is generally regarded as the most blatant example of sexual harassment, a hostile work environment can be created based on many contributing factors. To achieve the legal parameters and definition of harassment, the unwanted hostile/abusive behavior must be conducted toward someone because of one or more of the traditional “protected categories” covered under Title VII of the Civil Rights Act, including race, color, religion, sex, national origin, age, disability or veteran status. It is important to note that some state laws or union collective bargaining agreements might also add marital status and/or sexual orientation to this list.
Categories of Hostile Work Environment Claims
• Discriminatory Hostile Environment
• Wrongful Discharge
• Constructive Discharge
Discriminatory Hostile Environment
To discriminate means to treat differently. In the realm of a hostile work environment, an employee of a recognized protected class is treated differently than those that are not part of the pertinent protected class. For instance, if a supervisor places more stringent rules on an older employee than those placed on a 25-year-old, that could be considered a discriminatory action by the supervisor.
Wrongful Discharge
To wrongfully discharge is to terminate employment because of one of the protected groups. Open communication with the employee to explain the performance- or behavior-related reason for dismissal is important, so that the employee will not assume the termination is because of a discriminatory reason.
Constructive Discharge
Instead of firing an employee outright, some supervisors choose to treat an employee in such a way that will make the employee want to quit. This is referred to as constructive discharge — when an employee’s treatment is so severe or pervasive that in order to escape the treatment, the employee has no alternative other than to quit his/her job. This is a gray area of harassment, and oftentimes left to the discernment of judges and jurors.
CONCLUSION
Some employees can be challenging. It may be a lack of work ethic, an attendance issue, a safety concern or insubordinate behavior. Whatever the challenge, there are important steps an employer should take in order to help avoid a claim of hostile work environment from an employee:
1. Document all corrective efforts made with an employee. There is an old saying among lawyers and human resources professionals: If it’s not documented, it didn’t happen. Assuming, therefore, that before someone is terminated there will have been progressive disciplinary action taken, it’s important to put the information on paper with the employee’s signature. It is also recommended to have someone in a supervisory role sit in on the meetings with you, to serve as a witness in the event the employee refuses to sign the counseling form. Thorough documentation can prove to be your greatest weapon when fighting a claim of discrimination or harassment.
2. Avoid any action or behavior that an employee might interpret as retaliation. Retaliation claims have become the “popular” charge in the past few years, with retaliation claims increasing 50% since 2005. In 2010, retaliation claims accounted for 36% of all claims filed with the Equal Employment Opportunity Commission (EEOC). If an employee has made a complaint about his/her treatment in the workplace, ensure that the employee is treated no differently than before the complaint was made, and no differently than other employees are treated in general.
3. Be consistent. If all employees are held to the same standards and are treated the same way when those standards are not met, then your company will be in a much better position to defend a charge of a hostile work environment or any other type of discrimination or harassment.
Holly McLeod is a Human Resources Manager for Landrum Professional Employer Services and Landrum Consulting. She is a certified professional in human resources (PHR) and has more than 15 years of human resources consulting in the corporate world, healthcare and manufacturing environments.
Filed under: Human Resources, Notes from Jim, Succession Planning | Tags: "human resources consulting", Human Resources, succession planning, Working a Better Way
October 19, 2011
You’re Leaving the Company – But What’s Your Legacy?
by Jim Guttmann, SPHR
Let your imagination run rampant for a moment as we explore a very common situation in today’s world. As an employee of Backward Thinking, Inc., you hold a position of Operations Director in which you are responsible for supervising a staff of 20 employees. You’ve been with Backward Thinking for 20 years now, having built an outstanding reputation and remarkable track record of achievement with the Company. You really enjoy your role there and without a doubt you are a vital member of the management team. But, as you approach the later part of your working career you’ve been privately considering a new adventure in life; the pursuit of a dream of owning your own company that makes banana bread. You didn’t want to share that dream with anyone else at work for fear of repercussions from Backward Thinking management if they knew you had any thoughts of possibly leaving your job. After all, who thinks anyone would ever leave Backward Thinking?
Suddenly, a perfect opportunity for starting this business comes up and it just happens to be where the rest of your family lives. It’s an offer you can’t refuse. After carefully thinking this decision over, you deliver a bombshell to everyone at work that you will be leaving in a couple of months. I realize that it may be hard to believe, but your staff and management team who have put their faith and trust in you over the years are not exactly thrilled with the news. They are left wondering who could possibly fill your shoes, especially on such short notice. As you consider their feelings on the matter and how company operations will be hindered for the near term, you start to feel a bit conflicted. You start thinking about your legacy and what kind of thoughts and feelings that co-workers will have about you in years to come. You get a sinking feeling because the last impression they will have of you is that of an individual leaving them without someone being there to carry on the mission for which you’ve laid such a solid foundation. Your legacy is ruined!
Okay, it’s really no time to panic because you wake up in a cold sweat quickly realizing that you were only experiencing a bad dream. In truth, you work for Forward Thinking, Inc.. Like the name implies, Forward Thinking is a very forward thinking company and has developed an effective Succession Plan. Several years ago, Forward Thinking realized the value in having such a plan because:
1. Management realized that survival of the organization depends on having the right people in the right places at the right times to do the right things and get the right results.
2. Management understood that, in a downsizing period, great care must be taken to identify promising candidates early and actively cultivate their development and retention.
3. Management realized that in the absence of a formal succession plan, job incumbents tend to identify and groom successors who are remarkably like themselves in appearance, background and values. Formal succession plans promote more opportunity for diversity which makes the company stronger.
And as baby-boomers continue to retire en masse from executive suites, managerial offices, and specialized or technical jobs, the question of who will take their places becomes ever more pressing. This loss of valuable institutional memory has made it apparent that organizations can’t afford to be without a strong succession program. According to William J. Rothwell in his book, “Effective Succession Planning – Ensuring Leadership Continuity and Building Talent from Within,” the biggest benefits that organizations experience from formal succession planning programs are:
1. It will take less time and expense to fill vacancies because the talent has already been identified and prepared.
2. People development efforts have been aligned with the organization’s strategic objectives so that the right people will be available at the right times and in the right places to meet the right objectives.
3. The organization is prepared to deal with sudden, catastrophic losses of key people.
Back to ideal world of Forward Thinking, Inc., you feel far more at ease about departing from the company fully knowing that your position has been turned over to a very capable, trained and developed individual who will keep the company headed in the right direction. Part of your legacy is that you were a key contributor in the development program of your successor, and the legacy of your outstanding service to Forward Thinking remains intact!
____________________________________________________________________________________
Jim Guttmann, SPHR
As a Landrum Professional Human Resources Manager, Jim is certified as a Senior Professional in Human Resources (SPHR) and has over 20 years of HR generalist experience for a large government contractor and Fortune 500 Company. He holds a Masters in Business Administration from Florida State University and is an active member of the Greater Pensacola Chapter of the Society for Human Resources Management (GPCSHRM), previously serving as their Vice President of Information Services and Chairman of the Workplace Diversity Committee. Jim is also certified as a County Mediator and in the administration of the Myers Briggs Type Indicator (MBTI).
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Filed under: Consulting, Human Resources | Tags: "human resources consulting", Grant, Human Resources, Training, Working a Better Way
2012 Working A Better Way Grant
Do you know of a non-profit agency that would benefit from the development of a strategic vision, enhancement of supervisory leadership skills or having an expert HR Manager on call? Help us help them by encouraging them to apply for the Working a Better Way Grant.
Our goal at Landrum Consulting is to help organizations and employees work a better way. Each year since it’s beginning, Landrum Consulting has provided thousands of dollars in pro-bono work to local non-profit organizations. Our Working a Better Way Grant is a way for us to formalize this community service and extend the opportunity to all community non-profits.
Landrum Consulting Services, a division of Landrum Human Resource Companies, is now accepting applications for the 2nd Annual Working a Better Way Grant. The grant is opened to 501 (c) (3) nonprofit organizations located in Escambia, Santa Rosa, Okaloosa, Walton and Bay counties who have been operational for at least one year as of the application deadline. Interested organizations can view the application guidelines and apply on-line for the Working a Better Way Grant at www.LandrumConsulting.com/grant.
Through the Working A Better Way Grant program, Landrum Consulting will award three grants in the following categories:
Strategic Planning: Many organizations spend time and money on “strategic planning”, only to let the great ideas that were brainstormed lie on a shelf collecting dust because they didn’t know where or how to begin. Landrum will help your organization outline a Strategic Plan to help your organization establish and achieve their desired goals and vision. The difference in Landrum’s method is that we help organizations focus on the most important things, establish measurable outcomes for those goals, and most importantly, establish an accountability system so that the goals will not fall by the wayside and be forgotten.
Leadership Training: Competent leadership is much more than knowing the right things—it is using the right skills, knowledge, insights, perceptions, and sensitivity to help employees deliver services and products according to expectations. This certification series is designed to enhance leadership skills for all levels of experience including those new to the supervisor role, experienced supervisors/managers who have not had formal training in management education, and seasoned managers who want to further develop their leadership skills. The certification program requires participation in (6) core courses:
1. Boot Camp for Supervisors
2. Hiring 101
3. Dealing with Difficult Employees
4. Sexual Harassment
5. Developing and Sustaining a Customer Service Culture
6. Supervisor Safety Skills
Human Resources Support: Landrum On-Call is human resources management consultation and assistance at your fingertips. Landrum will provide Human Resources support by assigning a certified Human Resources Manager to assist your organization with employee relations issues. Landrum provides guidance and support in the following areas:
• Compliance with Pertinent Employment Laws
• Discrimination and Harassment Claim Avoidance
• Employee Disciplinary Actions
• Investigation of Employee Claims and Disputes
• Conflict Resolution
• Employment-Related Policies
• Job Descriptions
An informational session for interested non-profits will be held Friday, October 14, 2011, 3:00pm – 4:o0pm at the Landrum Corporate office, 6723 Plantation Road, Pensacola, FL 32504. This session will explain and review the application, the supporting documentation needed, and services that are provided under the grant. Register for the informational session by calling Melissa Miller at 850-476-5100 or emailing; Grant@LandrumHR.com .
The deadline for receipt of grant applications is November 4, 2011. The Working A Better Way grant recipients will be chosen by Pensacola area Human Resources professionals and announced December 13, 2011.
Working A Better Way Grant Application
Filed under: Human Resources, Landrum | Tags: employees, employment, Human Resources, interview, Jobs, Landrum Staffing, Resume Writing
October 13, 2011
How to Get Your Resume Noticed – A Job Seeker’s Guide
Did you know that a very important part of your job search is the ability to sell? Remember from our recent blog post Feel Confident about Your Next Interview – A Job Seeker’s Guide; you most likely will be competing for the same job with several other candidates. The ability to sell yourself, your skills and your experience will play a big role in where your resume ends up in the growing stack of applications on an HR Manager’s desk.
Clear, Concise, and Comprehensive
One of the best tools to help you secure an interview – and ultimately “the job” – is a well written resume. As the saying goes, “You have one chance to make a good first impression.” The following guidelines will help you create an effective resume that will get noticed and could put you on top of the stack.
One Page
Your resume should be concise and comprehensive. No more than one page unless you have more than 10 years of experience.
Clearly Stated Job Objective
This should be adapted depending upon the particular job you are applying for. It needs to be well thought out and not just a standard line.
Include Your Accomplishments
This is what will make you stand out from the crowd. Include a listing of your major work accomplishments and place emphasis on the most recent ones. Quantify your accomplishments in goals met, dollars saved for the company, fewer accidents, award-winning attendance, etc.
Sell Yourself
You are a one-person sales team and the product you are selling is YOU. Your resume may be the only chance you have to make a lasting first impression. Remember, your resume is really a snap shot of you.
Error Free
Your resume reflects you and the quality of your work. Make it perfect.
Employment Lapses
It is not a good practice to list reasons for lapses in employment or terminations on your resume. You are better off explaining these items in person during the interview.
References
Always have your references listed on a separate and single sheet of paper and available to present if/when asked by the interviewer. It is acceptable to include “References Available upon Request” on your resume although not always necessary. Prospective employers will expect that you have a reference list available at all times. A good reference contact would be a past employer or supervisor, school teacher or college professor, counselor, or community service leader. You want your references to be professional individuals who can speak of your work ethic, character, and accomplishments. Include the name of your reference, place of business, title, address and phone number. With permission from your reference you could also include an email address and/or cell phone number. Most importantly, confirm with your contact that you have listed them as a reference and that they may be contacted.
Why a Cover Letter?
You need to do every positive thing you can do to set yourself apart from the crowd. Unfortunately, the crowd is getting bigger and more competitive. A cover letter is designed to personalize your resume. You should use it to emphasize your assets and strengths in a way that will make the employer want to interview you.
Easy to Read
Try to limit your cover letter to a single page and make sure it is grammatically correct. Make sure spelling, punctuation, paragraph length and margins are correct. Remember, this is also an example of the quality of your work.
Address to a Particular Person
Personalize your letter to the person making the hiring decision if you can. No one wants to receive a “form” cover letter.
Formal Letter
Remember, this is a business letter – not a text message.
Delivery
When you’re ready to submit your resume to a prospective employer it is always beneficial to know the delivery method in which the employer prefers. If you are answering an advertisement for a job and the ad specifies exactly how and where to send your resume, by all means do as the ad states. In many cases, employers use this as a way to test your ability to follow directions. Of course you won’t always know a company’s preference, so making a quick phone call to ask is acceptable. Other means of acceptable resume delivery are: email, postal service, or hand delivery. AVOID faxing a resume whenever possible.
Extra Copies
When you go on a scheduled interview always take extra copies of your resume with you even if you previously sent one to the company or interviewer. In some cases, employers will ask that you speak with more than one person in the company and having extra copies of your resume will demonstrate preparedness.
Does your resume meet the 3 C’s rule? Is it Clear, Concise and Comprehensive? Have a comment or question? We are glad to help and would like to hear from you.
Next in our Job Seeker’s Guide series, learn the importance of being prepared for your interview and steps to help you plan.
_______________________________________________________
This article was authored by Joni K. Humphreys, Director of Marketing and Communications and Denise T. McLeod, SPHR; Edited by Holly McLeod, PHR, Human Resources Manager
Filed under: Human Resources, Landrum | Tags: Fort Walton Beach, Landrum Human Resources, Landrum Staffing
September 30, 2011
A Beautiful Day for a Ribbon Cutting
The Landrum Team is excited to share a few pictures from the Ribbon Cutting and Grand Opening of our new Fort Walton Beach, FL location. The event was held Thursday, September 29, 2011. We were blessed with a perfect morning filled with sunshine, friends and fellowship.
“The Landrum Team is honored and grateful for the support and warm welcome received from the Chambers of Commerce and the Okaloosa/Walton business communities,” said Britt Landrum III, vice president and chief technology officer of Landrum Companies.
Landrum’s Fort Walton Beach office is located in Uptown Station – 73 Eglin Parkway NE, Suite 110. We look forward to helping businesses with their HR needs and candidates seeking employment.
We appreciate the support of the Chambers of Commerce, clients, and friends who helped make it a beautiful day for a ribbon cutting.
Filed under: Human Resources | Tags: employees, Human Resources, Interview tips, Landrum Staffing, Staffing Services, Temporary Help
September 28, 2011
Feel Confident about Your Next Interview – A Job Seeker’s Guide
“If you have knowledge, let others light their candles in it.”
Margaret Fuller
In today’s world, many people have found themselves back in the market for a job. The reasons vary from closings, reductions in force, change in careers, etc. Whatever the reason, the job market is fiercely competitive. You may have already experienced this in your job search.
How do you stand out from the others who are interviewing for the same job?
This article is the first of a series of tips and advice that will help you prepare for your next job interview. You want to feel confident when you walk out of the interview that you have left the best impression possible.
Information is plentiful.
You can search the Internet at any time and land on countless web pages filled with job seeking tips, suggestions and how-to’s. Many of these sites are excellent resources and offer helpful guidance for the job hunt. So you may wonder, what is different about this article from any other on-line information or book? Read on.
Denise T. McLeod, SPHR
The following list of interview tips was not found on the Internet or copied from a book. They have been developed by a Human Resource professional with more than 35 years of experience in the staffing industry. According to Denise T. McLeod, VP & COO of Landrum Staffing Services, “The job hunting process is serious business.” Her advice comes from interviewing, counseling, and helping hundreds of job seekers prepare for their first job or begin a new career.
1. Finding a job is a job in itself – Treat it like one
You must commit yourself to put in the effort needed to find a job. It’s like pulling out all the stops or going into firefighter mode. You have to be serious, on schedule and planned. Don’t spend only one or two hours a day on your job search. A business can’t operate if they’re only open one or two hours a day. Depend on patience and hard work.
2. Be Proactive and Assertive
Competition is fierce; especially now. Although calling on potential employers can be intimidating, it is still a powerful and effective strategy. Remember, you are in a competition with every other job seeker so you need to get in the door first.
3. Be Positive
Focus on your accomplishments and not your failures. Employers are not looking to hire negative people or take on added problems. First impressions are lasting impressions.
4. Do a Self-Assessment
You must identify your skills, experience, accomplishments, interests and values, and make a list of these things. If you don’t know what you have to offer a prospective employer, you certainly can’t expect them to hire you. One critical component of a successful job search is for you to recognize what makes you a unique candidate. You must learn to effectively communicate this to potential employers by laying out your attributes and explaining how they relate to the job you are seeking.
5. Contact Your References
Contact all of your references and let them know you are in the job market. Ask permission to use them as references and verify their contact information. This also gives your reference a chance to be prepared when that inquiry call comes. You will most likely end up with a better reference because the person wasn’t caught off guard.
6. Your Standard Information
Write down all of your standard information and have it with you at all times. Include past job information including correct company name, address, phone number, supervisor’s name, job duties, dates of employment, work and personal references and their contact information, and education information. You will then prepared at any time to accurately and completely fill out a job application.
7. Prioritize and Organize
Use a calendar and keep a “To Do” list. You can pick up free calendars at various businesses, find one on-line and print, or use your Smart Phone Calendar App. You must keep track of your job search efforts. Make a list of resources you should check frequently for job opportunities AND check them frequently. Example: Newspaper (on-line), free mini-papers found in retail locations, specific company websites, staffing services websites, local free magazines, career fairs, job placement websites like Career Builder and even Craig’s List, and other social networking platforms. Also check job posting boards at local colleges and university career centers and governmental websites. Actually, a good practice would be to assign a specific time each day to do your Internet research, network and make follow-up calls.
8. Develop Your Contact Network
This includes family members, neighbors and friends, classmates, former workmates, church members, and anyone else you can think of and let them know you are in the market and specifically ask them to keep their eyes and ears open for you. Prepare and have available at all times a contact card, like a personal business card, so that your network group members always have your contact information. No matter whom you may meet or come in contact with, try to include in your conversation that you are looking for a job.
Next in our Job Seekers Guide series, learn how to create a compelling resume and the importance of a cover letter. Feel free to leave a comment or question ~ we look forward to hearing from you.
_______________________________________________________
Portions of this article was authored by Joni K. Humphreys, Director of Marketing and Communications. Edited by Holly McLeod, PHR, Human Resources Manager.
Filed under: Human Resources, Notes from Tom | Tags: employees, Human Resources, safety, violence in the workplace
August 9, 2011
This Will Never Happen to Me: Violence in the Workplace
by Tom Knox, PHR, IPMA
Every so often we hear a news report about a violent act that took place at work. Unfortunately, what really grabs our attention is the report of a fatality. Each year 2 million American workers are victims of workplace violence. Thankfully, workplace violence does not always result in a fatality.
According to the Occupational Safety and Health Administration (OSHA) workplace violence is: “violent acts, including physical assaults and threats of assault, directed toward persons at work or on duty.” Not a single workplace is immune and workers in some occupations have a higher risk of exposure than others to acts of violence. Some of these workers are healthcare individuals, social service workers, utility workers, probation offices, phone and cable installers and retail workers. It is important to consider that an act of violence can come from employees, vendors, guests, patients and clients.
What makes the topic of workplace violence so compelling is the fact that in 2010 roughly 335,000 businesses experienced some form of workplace violence, and some estimates indicate that one in six violent crimes are committed at work. As if these statistics are not alarming enough, consider the fact that in 2009 there were 521 homicides committed at work. The impact of workplace violence can be felt in low morale, a fearful workforce, loss of productivity and can cost upwards of $250,000 per incident.
Someone firing a weapon at a co-worker may be the most egregious form of workplace violence but certainly not the only form. Intimidation, verbal abuse, threats of harassment, assault, and stalking are also forms of workplace violence and can be triggered by job loss, bad news, bullying, not receiving a promotion, the end of a relationship or any perceived injustice. Managers may not be aware of what is causing the pressure to build in an employee, but they can observe ensuing behavior that may be indicative of a potential violent incident such as rapid breathing, clenched fists, rapid pacing, offensive or defensive stance or a search for or possession of anything that can be used as a weapon. To prevent the pressure from erupting and creating a catastrophe there needs to be an attempt to minimize the situation. This is done by remaining calm, showing the other person dignity and respect and avoiding violating the individual’s personal space. If practical, having a witness can also be helpful.
By developing and implementing a Workplace Violence Prevention Plan, companies of all sizes can be prepared and possibly prevent violent acts from entering the workplace. The Plan should include a policy that includes a zero tolerance statement and language that policy violators may be disciplined and possibly terminated. The policy should also include procedures for reporting incidents and protection against retaliation for making a report. Once a policy is in place, it is imperative to train current employees and to include the policy as part of a new employee orientation.
Employees need to know that in addition to some of the behaviors already mentioned they are in an excellent position to notice warning signs that can be a precursor of potential workplace violence: increased use of alcohol and or drugs, increased absenteeism, lack of attention to hygiene and appearance, unprovoked emotional outbursts, mood swings, paranoid behavior, difficulty in adjusting to changes in the workplace, repeated work rule violations and frequent discussions of domestic problems. Basically, warning signs include any behavior that seems to be uncharacteristic for a reasonable person.
By using a worst case scenario as the framework in which to develop a plan, the collective ideas of employees who are brought together to be members of a Crisis Management Team (CMT) can assist in developing a policy. This policy should include crisis communication channels, assessments of areas of greatest risk and the determination of those positions that are in the greatest danger. Including employees in developing the plan capitalizes on their ideas and demonstrates the organization’s concern for protecting the workplace from acts that could have serious consequences. The plan should inform employees that professional assistance is available to them and their co-workers through an Employee Assistance Program (EAP). The EAP can equip employees in the handling of a personal crisis, and in doing so possibly prevent behavior from escalating into irreversible acts of violence.
Sources: Ford and Harrison LLP; Society for Human Resource Management; OSHA
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Tom Knox, PHR,IPMA – CP
Tom has been a Human Resources Manager for Landrum Professional since August 2001. In his role as a Human Resources Manager, he ensures that Landrum’s clients are in compliance with all local, state and federal laws that impact human resources. He assists, as needed, with hiring, terminating, counseling, and training. He advises business owners and employees on the potential resolution of work-related issues and consults with employers on the implementation of best human resources practices.
Tom is certified as a Professional in Human Resources (PHR) by the Society for Human Resource Management and is a Certified Professional through the International Personnel Management Association (IPMA – CP). Tom is certified to administer the Myers Briggs Type Indicator and uses the information to facilitate team building retreats.
Filed under: Human Resources, Notes from Jim | Tags: E-Verify, employees, Human Resources, Immigration Reform, PEO, US Immigration
July 13, 2011
It’s Better to Be Safe than Sorry
By Jim Guttmann, SPHR
Unless you’ve been living in another country (or perhaps on another planet), you would know that the subject of immigration reform is a hot and evolving topic in the United States. For employers, the Department of Homeland Security is very serious about making sure that companies don’t hire individuals who are ineligible to work here. In fact, The U.S. Immigration and Customs Enforcement (ICE) office has announced their intent to ramp up audits of employers this year by establishing an “Employment Compliance Inspection Center.” This new center will add up to 20 forensic auditors to review the completion of I-9 forms by employers. If they should find undocumented workers (or just I-9 forms that have been improperly completed), employers can be subject to significant fines and even run the risk of having their doors shut. On this issue, it is better for employers to be safe than sorry. Click here for additional information about the Department of Homeland Security’s Enforcement Actions:
Now various states are getting into the act by becoming more directly involved in the I-9 verification process. There is a significant movement in many states throughout the country (including Florida) to use the “E-Verify” program. E-Verify is an Internet-based system that compares information from an employee’s Form I-9, Employment Eligibility Verification, to data from U.S Department of Homeland Security and Social Security Administration records to confirm employment eligibility. By using E-Verify to determine the employment eligibility of their employees, companies become part of the solution in addressing the problem of undocumented workers. At the present time, there are a total of 17 states that require the use of E-Verify in some manner.
In June of 2004, Landrum elected to voluntarily participate in the pilot program for E-Verify. Being fully engaged in the process for seven years now, one could say that Landrum has been on the right side of history on this issue. E-Verify has proven to be a very effective process (e.g. in determining if there are problems with individuals here on work visas or finding that there is a discrepancy with a person’s social security records). However, for this process to work as it should, the I-9 form must be properly completed at time of hire and immediately run through E-Verify (no later than the first 3 days of the individual’s employment). Taking this process seriously and doing it the right way gives our clients some peace of mind during these challenging times.
As new legislation continues to occur on the immigration reform issue in the months and years ahead, you can be assured that Landrum will keep you fully abreast on these matters. And by being proactive in this matter of compliance with the law, Landrum strongly believes that our clients feel like we do – It’s Better to Be Safe than Sorry!
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Jim Guttmann, SPHR
As a Landrum Professional Human Resources Manager, Jim is certified as a Senior Professional in Human Resources (SPHR) and has over 20 years of HR generalist experience for a large government contractor and Fortune 500 Company. He holds a Masters in Business Administration from Florida State University and is an active member of the Greater Pensacola Chapter of the Society for Human Resources Management (GPCSHRM), previously serving as their Vice President of Information Services and Chairman of the Workplace Diversity Committee. Jim is also certified as a County Mediator and in the administration of the Myers Briggs Type Indicator (MBTI).
