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With research showing that 53% of Gen Z identifies as neurodivergent, neuroinclusion is a rapidly growing strategic necessity for Employers. Businesses that embrace disabled and neurodivergent talent also see huge gains in profitability. Employers can significantly improve their support for disabled employees by removing barriers to job opportunities within their organizations, starting at the recruitment […]
Perhaps it should go without saying that making good hiring decisions is critically important to a business’s success. But yet, even though it seems like an obvious statement, many organizations still shortchange the process, especially in times when job applicants are plentiful. Doing that can be a big mistake and can have far-reaching effects. Let’s […]
On October 31, Governor Andrew Cuomo amended Executive Order (EO) 205, a March “travel advisory” that required New York residents and others returning from one or more of the states on the high-risk or “hot” COVID-19 list to quarantine for 14 days.
Whenever a potential employee considers working for your organization, there are a lot of factors they will likely be considering—things like pay, benefits, company image, organizational values, and more. All of these things put together are the things that make up the EVP—the value that an employee derives from working there.
As an HR manager, it is critical that you make a place for people with disabilities in your workplace. That includes remaining compliant with federal and state regulations, creating a welcoming company culture, engaging in interactive accommodation processes, and so much more.
According to research, nearly 50% of companies reported that alcohol abuse was present among their employees and that around 32% of their employees were addicted to prescription drugs.
Two recently filed EEOC lawsuits reveal that severance packages are even trickier than we thought, says Attorney Joel Van Parys. It’s fine to use a template for these agreements, but it is also important to look at them individually.
There used to be an unspoken social contract between employers and employees. If the latter worked hard and stayed committed, the workplace would provide pay, job security, and even pensions. But that model supported a different time—one when the job supported basic goals, such as getting married, starting a family, and owning a home.
The numbers are in: It is a jobseeker’s economy.
Before I became a SEAL, I was a Recon Marine and scout sniper, having risen to the rank of sergeant. I was a skilled soldier and an experienced leader, and I thought I knew what it took to succeed in the military and Special Operations in particular.