In yesterday’s Advisor, we hit several daily danger zones for managers and supervisors. Today, more danger zones, plus an introduction to a unique guide for HR managers in small—or even one-person—departments.
[Go here for Danger Zones 1 to 5]
Danger Zone #6:
Managing Training and Development
As far as training and development are concerned, avoiding lawsuits is primarily a matter of fair selection. Be sure that all eligible employees are considered. If there is something that an employee must do to be considered for training programs, be sure all employees know what it is and how to do it.
Development opportunities include mentoring programs, rotational assignments, management training seminars, and other similar opportunities. In addition, consider any kinds of special assignments that may be mundane or exciting, but that have the potential to affect careers. For example:
- Who will accompany the president on a trip to woo a new client?
- Who will serve on an important company-wide committee?
- Who will pick the COO up at the airport?
Exercise care in parceling out these plum assignments. Don’t let a discriminatory pattern develop.
On the other side, at most organizations, there are tasks that no one wants—tasks that are viewed as dead ends, or just drudgery.
Fairness dictates that these assignments should be shared as well.
Danger Zone #7:
Handing Out Promotions and Assignments
Let employees know, in writing, what is required to move ahead and how to apply or be considered for opportunities.
When selecting employees to promote or to move on to developmental assignments, put all eligible employees in the selection pool, and consider all eligible employees fairly against the criteria you have established. Document how you reached your decision.
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Danger Zone #8:
Dealing with Discipline
Again, strive for consistency, reasonableness, and fairness in your progressive discipline system. As always, careful documentation is vitally important in these proceedings.
- Be sure that you know the rules yourself. Every time you act without knowing company policy, you run the risk of violating it. That leads to inconsistent treatment of employees, and inconsistency makes it hard to fight lawsuits.
- Make sure you’ve notified employees about your progressive disciplinary policy and that they know how it works.
- Especially before taking serious disciplinary action, seek advice or approval from your HR department.
- If an employee’s job is in jeopardy, put the warning in writing and ask the employee to sign it.
- Determine whether the employee might have a claim of discrimination or whether you might appear to be discriminating.
- Determine whether the employee has recently filed any type of complaint against the organization or exercised some other right. Could your discipline be viewed as retaliation?
- Conduct disciplinary actions in private.
- Maintain dignity and respect. Do not shout or verbally attack an employee, especially in front of others.
- Document your actions while events are still fresh in your mind.
As with performance appraisals, focus on job requirements and not on personality. (You are late, rather than: You are lazy.)
Development and discipline—two of what, a dozen challenges that will cross your desk today? We’re talking about intermittent leave challenges; accommodation headaches; investigation woes; training, interviewing, and attendance; to name just a few. In HR, if it’s not one thing, it’s another. And in a small department, it’s just that much tougher.
BLR’s Managing an HR Department of One is unique in addressing the special pressures small HR departments face. Here are some of its features:
- Explanation of how HR supports organizational goals. This section explains how to probe for what your top management really wants and how to build credibility in your ability to deliver it.
- Overview of compliance responsibilities, through a really useful, 2-page chart of 23 separate laws that HR needs to comply with. These range from the well-known Fair Labor Standards Act (FLSA), Family and Medical Leave Act (FMLA), and new healthcare reform legislation, to lesser-known, but equally critical, rules such as Executive Order 11246. Also included are examples of federal and state posting requirements. (Proper postings are among the first things a visiting inspector looks for—especially now that the minimum wage has been repeatedly changing.)
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- Training guidelines. No matter the size of your company, expect to conduct training. Some of it is required by law; some of it just makes good business sense. Managing an HR Department of One walks you through how to train efficiently and effectively with a minimum of time and money.
- Prewritten forms, policies, and checklists. These are enormous work savers! Managing an HR Department of One has 46 such forms, from job apps and background check sheets to performance appraisals and leave requests, in both paper and on CD. The CD lets you easily customize any form with your company’s name and specifics.
If you’d like a more complete look at what Managing an HR Department of One covers, click the Table of Contents link below. Or, better yet, take a look at the entire program. We’ll send it to you for 30 days’ evaluation in your own office with no obligation to buy. Click here, and we’ll be happy to make the arrangements.
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