Product Id : 400022
: Badly worded documentation and suspiciously timed administration is at a minimum problematic and at worst
Badly worded documentation and suspiciously timed administration is at a minimum problematic and at worst, hard to justify in employment claims. Inconsistent documentation, which may be just bad management practices, can cause employment claims from suspicious employees.
Considering that writing ill-suited documentation and administering inconsistent discipline is generally carried out by managers who practice a host of other bad management habits; taken together the factors create a situation akin to a compliance powder keg waiting to explode.
Steven G. Meilleur, Ph.D., SPHR – is President, CEO – PRAXIS Management Solutions, LLC, a New Mexico-based management consulting firm specializing in human resources, employee relations, leadership, training & organizational development, organizational research and assessment, strategic & operational planning, and non-profit organization management and governance. Dr. Meilleur has more than 40 years of management and executive-level experience in human resources, risk management, and organizational management in the private non-profit public, and private for-profit sectors.
Dr. Meilleur also serves as Senior Vice-President and Risk Services Consultant for Human Resources and Employment with Poms & Associates, a national risk services and insurance brokerage firm. His previous work experience includes public, private, and nonprofit organizations, in executive and management capacities.
He is also on the faculty of the UNM School of Public Administration in the graduate program, teaching in the areas of human resource management, nonprofit organization management, leadership, dispute resolution, organizational change, and human resource development. He has spoken at numerous conferences and workshops across the country, and is a published author in the areas of human resources, marketing, leadership and management development, organizational change and innovation, non-profit organization management, and board development.
Dr. Meilleur received a BA in English Literature and Education from Bucknell University, an Executive MBA from the University of New Mexico's Anderson Graduate School of Management, and his Ph.D. in Leadership and Organizational Learning from UNM. He received his certification as a Senior Professional in Human Resources (SPHR) by the Society for Human Resource Management in 1995.
Product Id : 400022
Overview: Specific guidance on federal laws, postings, documentation and employee expectations.
Specific guidance on federal laws, postings, documentation and employee expectations. Understand policies and procedures and proper communication. As laws evolve, so to should your organization. Department of Transportation and federal legislation that can have an impact.
Matthew Burr MBA, MHRIR, GPHR, SHRM-SCP, SPHR has over 11 years of experience working in the human resources field, starting his career as an Industrial Relations Intern at Kennedy Valve Manufacturing to most recently founding and managing a human resource consulting company; Burr Consulting, LLC. Prior to founding the consulting firm, the majority of his career was spent in manufacturing and healthcare. He specializes in labor and employment law, conflict resolution, performance management, labor and employment relations. Matthew has a generalist background in HR and provides strategic HR services to his clients, focusing on small and medium sized organizations.
In July 2017, Matthew started as an Associate Professor of Business Administration at Elmira College and was promoted into the Continuing Education & Business Administration Department Liaison role in July 2018. He teaches both undergraduate and graduate level business courses at Elmira College. Matthew is also the SHRM Certification Exam Instructor at the college, his students currently have an 80% pass rate on the SHRM-SCP and 92.3% pass rate on the SHRM-CP. Matthew works as a trainer Tompkins Cortland Community College, Corning Community College, Broome Community College and Penn State University. He also acts as an On-Call Mediator and Fact-Finder through the Public Employment Relations Board in New York State, working with public sector employers and labor unions.
Matthew has publications at the Cornell HR Review, Business Insider, New York State Bar Association, Expert 360 (in Australia). In early 2017, he published his first book, “$74,000 in 24 Months: How I killed my student loans (and you can too!).”
Matthew has an associate's degree in business administration from Tompkins Cortland Community College, a Bachelor of Science degree in business management from Elmira College, a master's degree from the University of Illinois School of Labor and Employment Relations in Human Resources & Industrial Relations and a Master’s in Business Administration specializing in entrepreneurship from Syracuse University.
He currently holds a Lean Six Sigma Green Belt, Senior Professional in Human Resources (SPHR), Global Professional in Human Resources (GPHR) and the Society of Human Resource Management Senior Certified Professional (SHRM-SCP) certifications.
Matthew has been featured on CNN Money, Fast Company, Fits Small Business, Magnify Money, My Twin Tiers, Namely, Student Loan Hero, Smart Sheet and CEO Blog Nation.
Product Id : 400022
: Onboarding is defined as the first 30 to 90 days, where employees become a valuable member of the organization and begin reaching desired levels of performance.
Onboarding is defined as the first 30 to 90 days, where employees become a valuable member of the organization and begin reaching desired levels of performance. This is different that new hire training, which can often extend months beyond the initial onboarding process. Onboarding often includes a brief orientation which structure the first few days.
The webinar starts by showing how an effective onboarding process can be built around the three questions that all new employees have. The first question is, "can I do this job?" There are always doubts because this is a new situation with unique requirements. Setting up opportunities for new hires to experience the job first hand begins to build the required level of confidence needed.
The second question is, "do I want to do this job?" In the hiring process, new employees are sold on the great things the job has to offer. When reality sets in, some new employees find that the downsides make the job undesirable and quit. In onboarding, the key is to help new employees reach that decision quickly rather than spending months or training time on someone who will quit.
The third question is, "will I fit in?" This is a new work team. Onboarding needs to create activities to get to know the team and for the team to get to know the new employee. This can easily be accomplished in an effective onboarding process.
The second part of the webinar describes how to build onboarding activities for formal, informal, and social learning. These activities are used to build teamwork, assess performance, and teach key tasks. These activities are designed to answer the three key questions or onboarding. As a result, the onboarding program is concise, effective and highly interactive.
The third part of the webinar will discuss strategies for launching, measuring and maintaining the onboarding program.
Steven Rosenbaum For more than 30 years, he has led successful Learning Paths initiatives for major corporations in manufacturing, sales, healthcare, customer service, finance, and leadership. He has developed and trained a network of Learning Path consultants and partners in the U.S. And internationally.
As an author, Steve has written 6 books including Learning Paths: Increase profits by reducing the time it takes to get employees up-to-speed, Up to Speed Secrets of Reducing Time to Proficiency, Managing & Measuring Productivity, and Fair Employment Interviewing. He is also a contributor to the Trainer's Portable Mentor and the Six Disciplines of Breakthrough Learning. He has written more than 100 articles and 400 blog postings on training and development topics.
Steve has also spoken at or keynoted at many leading talent development organization conferences including the Association for Talent Development, Chinese Society of Training and Development, and the International Society for Performance Improvement
Product Id : 400022
: When employees don't play fair with your organization's absentee policy and take an unplanned or excessive time off, it causes problems - and you need solutions!
When employees don't play fair with your organization's absentee policy and take an unplanned or excessive time off, it causes problems - and you need solutions!
This webinar will teach you how to create or update your attendance policy which complies with legal standards and which can be flexible enough to meet the demands of different departments or positions.
The program will also address federal and state laws that may be implicated in dealing with attendance issues such as the FMLA and ADA
U. Harold Levy , President of Levy and Levy Enterprises, is a national and international speaker, trainer, consultant and recognized expert on civil right issues, human resources, leadership and management. Mr. Levy has over 30 years of experience in the profession, most recently as the Eastern Regional Business Enterprise Analyst for the Pennsylvania Department of General Services. Some of his clients include major pharmaceutical corporations, police departments, colleges and universities, state and county government agencies and non-profit organizations.
Mr. Levy has published several articles on topics relating to equal employment opportunity and affirmative action, diversity and inclusion and equity issues, civil rights and human resource issues. A graduate of the Pennsylvania State University, Mr. Levy has a Bachelor’s in International Relations degree, a Master’s in Public Administration degree and is a certified mediation counselor. Mr. Levy is the recipient of many awards including the prestigious Administrative Service Award at the University of Minnesota Duluth, and the Tri State Consortium of Opportunity Programs for New Jersey, New York and Pennsylvania.
Product Id : 400022
: In a few strokes we can communicate with people just about anywhere; however, there's a downside
In a few strokes we can communicate with people just about anywhere; however, there's a downside: our skills at making connections with others are fading. As a result, co-workers tend to act without considering the effects of their actions on each other. This can have deleterious effects on employee morale which endangers careers and the organization’s success.
The stresses of COVID-19 and lack of connection between co-workers create a perfect storm for dreams and potential to go unrealized.
What if there were easy changes co-workers could make to create a more cooperative, friendlier environment?
The secret lies in practical behaviors that make others feel valued, understood, and heard - these build camaraderie, trust, and respect. The skills are sensible, intuitive and, with a little practice, can become habitual.
Participants will discover everyday behaviors that make others feel included, that they matter. These are critical to creating a team that exhibits respect, trust, and a sense of common purpose; co-workers who know they can rely on each other to celebrate their successes and help them plow through the tough times, personally and professionally.
This is particularly important in this COVID era in which staff members face unprecedented personal and professional stresses. Knowing they have allies at work lightens the load, allowing them to focus on their job. Quick, easy acts of consideration lead to a more supportive, collaborative workplace in which everyone feels valued, understood, and heard.
Instead of operating like individual workhorses, co-workers can move forward as collaborative, motivated team players.
Janet Parnes equips professionals with skills that turn conversations into valuable connections and clients.
A graduate of The Protocol School of Washington®, she brings 15 years of experience working with clients from a range of industries including higher education, real estate, STEM, law, and architecture.
Janet’s background in sales and public relations combined with her speaker training, positions her to create a paradigm shift in the way we create meaningful professional connections.
Janet formed her company Janet .L. Parnes, Etiquette Consultant in response to a growing need: we can contact people just about anywhere, anytime-yet, we’re losing the art of making connections. This is costing us, for connections are critical in achieving our career goals.
As a professional storyteller, Janet entertains and educates audiences with tales of missteps, misspeaks, and misunderstandings - some of them her own!
Product Id : 400022
: Transitioning from colleague to leader is a common rite of passage
Transitioning from colleague to leader is a common rite of passage, but it often presents new managers with a steep learning curve and an unfamiliar set of challenges that lead to imposter syndrome.
The new leader asks: Does my team trust me and my ability to lead them? Do they respect me? Will they listen to me or just ignore me? Will they think I'm full of myself if I ask them to take me seriously as their leader? Can we still be friends?
New leaders are often told to fake it until they make it. This is easier said than done, especially when the team you're managing consists of people who were formerly your colleagues. They know you. Some were rivals, some were friends, all of them will struggle to see you as their leader. So what are some best practices for new managers as they transition from colleague to leader?
In this session, we'll discuss several techniques that ask you to look inward to face your own insecurities and capability gaps, to engage in a dialog with your team at both a group and individual level, and to shift some of your behaviors in a way that quickly earn you credibility with your team.
Dr. Gus Prestera teaches change leadership at American University to HR management and analytics, project management, and healthcare management graduate students.
He has been supporting business leaders and HR leaders in their talent-related change initiatives for over 20 years. Gus has worked with mid- and large-sized businesses across different industries to analyze business needs, define solutions, build business cases, create change strategies, design communication plans, and support the ongoing work of promoting change adoption across these organizations.