Pack of THREE : Top HR Courses by Teri Morning

Overview: The purposes and the scope of employee handbook policies and the practices are changing and expanding. From a siloed HR activity that creates insular documents concerned primarily with communicating the organizational work rules and benefits, employee handbook policies and practices have evolved into a critical component of an organization-wide management process that maximizes organizations' achievement of business objectives, enhances the value of their human capital, and minimizes legal risk. To increase the effectiveness of their employment policies, organizations will have to:

• Enhance their business, operational, and legal intelligence to ensure they have identified the changing external and internal factors that affect their policies
• Increase internal stakeholder participation in the handbook development process to obtain greater employee commitment and operational alignment
• Establish new metrics to assess handbook policy and practices performance and measure the achievement of organization goals
• Implement internal controls that identify and alert management when employee handbook process failures occur

Thus employee handbooks will increasingly have to ensure that they are aligned with strategic and business objectives, are properly drafted, and are effectively implemented. Additionally they will have to:

• Enhance the employment brand
• Play a key role in recruitment and retention
• Enhance employee relations, employee morale, and productivity
• Contribute to uniform and consistent application, interpretation, and enforcement of organizational policies and rules
• Protect the organization against claims of improper employee/supervisor conduct
• Reduce the organization's exposure to employment related liabilities

From this perspective, employee handbooks will continue to play an important role in communicating with and providing information for employees.

Why should you Attend: Employee handbooks are a critical tool in providing important information to employees. They describe what employers expect of their employees and what employees can (should) expect from their employers. They provide critical information about employers and their workplaces and how employees are expected to fit in.

Employee handbooks further formalize the mutual expectations of organizations and their employees. In delineating these expectations employee handbooks create opportunities and risks for employers. Handbooks provide organizations with the opportunity to enhance the value of their human capital, make their organizations more competitive, and improve individual and organizational performance. Conversely, handbooks can impede the achievement of business objectives, increase employment related liabilities, and reduce managerial prerogatives by making promises or committing to certain procedural safeguards that the organization did not intend to make. As noted in the recent memorandum from the General Counsel of the NLRB: incorrectly designed employee handbooks can violate the law and having a "chilling effect" on employees' activities.

Thus employee handbooks increasingly provide for employers the opportunity to make their work force more committed and supported of their goals. Unfortunately they also provide the basis for employees' legal action and can significantly reduce employees' commitment to organizational success.

Areas Covered in the Session:

• Key employee handbook issues in 2022
• A review of the NLRB's recent memorandum on employee handbooks
• How organizations can reduce the gap between policy issuance and effective implementation
• Review the basics of employee handbook development
• Discuss the expanding purposes and scope of employee handbooks
• Learn the dimensions of critical handbook policies
• Understand the framework of employee handbook audits activities

Who Will Benefit:

• HR Professionals
• Risk Managers
• Internal Auditors
• In-house Counsel
• CFOs
• CEOs
• Management Consultants
• Other Individuals who Want to Learn how to Use Develop and Implement Employee Handbooks

Overview: In an increasingly complicated world of employee compliance in which HR struggles just to keep abreast of new developments, not teaching managers the basics can be costly. After all it's the managers who interact with employees on a day-to-day basis and every day is an opportunity for problems to arise that a manager was never trained in how to address.

Knowing what to do in increasingly complicated employee situations can be difficult for even seasoned managers, especially if a manager has never had training. For a new manager these problems are intensified.

For a new HR Manager this becomes a bigger problem as HR advises not just one manager but all managers throughout an organization.

Why should you Attend: By the time an employee problem reaches HR, a level of liability has often been created. How an employer handles such problems, can either limit or increase liability. Further exacerbating the problem is that managers often inherit a dysfunctional department and/or are promoted to supervise those with whom they once were co-workers.

If an HR Dept. does not know how to recognize or fix problems, what can be solved as a mere miscommunication, can quickly turn into a costly lawsuit. With this in mind, the instructor will take attendees through best practices to prevent litigation and general dysfunction by ensuring compliance with the HR laws.

Areas Covered in the Session:

• Basics of the Big Four of employment compliance- Title VII, FLSA, FMLA, ADA
• Employee Relations
• Safety
• Management
• Basics of the The Families First Coronavirus Response Act (FFCRA.)

Who Will Benefit:

• Payroll Personnel
• Front line Managers
• Department Managers
• Small Business owners
• Human Resources- Generalists, Business Partners, Managers, Directors, VPs
• Anyone newly promoted to a management position
• Managers who were promoted from within their companies

Overview: This webinar will cover the six stages of raising awareness, implementing and measuring a successful workplace diversity program : Unmindfulness, Problematic - events occur (or don't occur), Awareness - something needs to change, Solve - what needs to change, Impact - are we experiencing the change we wanted, Mindfulness - being aware of our responsibilities and being accountable is second nature. Why should you Attend: Today's employees have a heightened awareness, and less tolerance for any lack of tolerance regarding diversity. Today's employees expect to be able to bring their authentic self to work, and speak up promptly and expect their companies to take action when working in a workplace not respectful of diversity.

Diversity programs just as any other workplace program go through stages. Creating awareness, creating new models and changing the way people think is not something that can be changed immediately, accomplished through a training class or even made compulsory as with some programs.

When such efforts are involuntary enforced, time has shown that heavy handed efforts often causes company efforts to backfire, and people to shut down, with the result that people actually respect and value each other less.

More effective are methods that emphasize tolerance to create a way of working that is fair, thereby leading people to open their minds to a different way of communicating and seeing value in each other, further opening the opportunity for respect and inclusivity.

Attend the webinar to understand the various steps to create a diversity program, learn how to implement pro-actively and measure for success.

Areas Covered in the Session:

• Meeting employee expectations regarding diversity
• What is a diversity program - its elements defined?
• What the six stages of a diversity program entail doing
• The role of diversity training today - what training needs to include
• How managers are the front line in implementing diversity appreciation - setting management expectations
• Educating and enabling managers in their responsibilities to prevent and correct disrespect to have a truly inclusive environment
• How to include and value those who may not have been traditionally included
• Appropriate steps to take when problematic allegations are made
• Diversity dinosaurs. What to do with those individuals who just "don't get it."
• How and why diversity programs fail.

Who Will Benefit:

• HR Generalists
• HR Managers
• HR Directors
• HR Business Partner
• Employee Relations
• Managers
• Plant Managers
• Branch Managers
• Store Managers
• Management
• Business Owners
• Department Managers
• Employee Relations Personnel
• Training Personnel
• Trainers
• Director of Training
• Supervisors