Completing a Form I-9 is likely one of the most routine administrative tasks that an HR professional handles. After all, every time a new employee is hired, or when an employee’s employment authorization or documentation of employment authorization has expired, another Form I-9 must be completed. While it may be easy to get in a routine with completing these forms, there are a few mistakes that are commonly made, but easy to avoid.
Typically, when the term FMLA comes up, most people (that is, anyone NOT employed in the field of Human Resources) immediately think of maternity leave. While FMLA obviously does kick in for maternity leave, according to ERC’s research, when it comes to administering FMLA, pregnancy/maternity leave is really the least of HR’s worries. Instead, for most HR practitioners, the challenge lies in the administration of FMLA for serious health conditions and/or other circumstances outside of pregnancy and child birth.
We tend to see a lot of negative connotations and stereotypes surrounding “Millennials” in the workplace. Even though they aren’t the newest generation to enter the workforce, there is still a lot to be assumed about their work ethic and lifestyle choices from their coworkers. Recently there is a new term to describe this generation that is rather fitting. Due to their unconventional and multi-faceted career paths, Millennials have been defined as the “Slash Generation”. Not every Millennial identifies with having a ‘slash’ career, but it is becoming a very prominent trend among this generation.
Employee satisfaction and employee engagement are two different concepts of measuring your workforce. However, they are often misunderstood and used interchangeably which can affect your methods and results of improving the levels of both satisfaction and engagement.
Everyone knows that there’s no such thing as a perpetually problem-free enterprise of any sort. When problems occur, there are multiple reasons they don’t get addressed or handled. A central reason is that most organizations don’t employ a structured problem solving model, so when faced with a problem, they “wing it” rather than address it in a systematic way.
The U.S. Office of Personnel Management (OPM) defines performance management as “the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organization effectiveness in the accomplishment of agency mission and goals.” In short, performance management is simply the way an organization defines, monitors, and rewards the performance of employees and their contributions to the organization.
There are many situations in which an employer would like an employee to be relieved of their duties but the situations do not necessarily present a well-documented, policy-violated, fireable offense. These situations, if acted upon incorrectly, could make the organization vulnerable to a lawsuit. This is probably a situation that many HR professionals would like to avoid at any and all costs.
The idea of a Performance Improvement Plan (PIP) can be a daunting one for both the employee being put on the plan as well as for the individual (in the majority of cases, the immediate supervisor) being asked to design and implement the plan. Often used as the last step in a progressive disciplinary process, for the employee, a PIP can feel like it’s just a long winded way to get rid of them.
