Pack of THREE : Top HR Courses by Ronald Adler

Overview: The purposes and the scope of employee handbook policies and 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 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: 1) enhance their business, operational, and legal intelligence to ensure they have identified the changing external and internal factors that affect their policies; 2) increase internal stakeholder participation in the handbook development process to obtain greater employee commitment and operational alignment; 3) establish new metrics to assess handbook policy and practices performance and measure the achievement of organization goals; and 4) 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; and
• 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 commitments to certain procedural safeguards that the organization did not intend to make. As noted in a memorandum from the General Counsel of the NLRB: incorrectly designed employee handbooks can violate the law and have a "chilling effect" on employees’ activities.

Thus, employee handbooks increasingly provide the opportunity for employers to make their workforce more committed and supportive of their goals. Unfortunately, they also provide the basis for employees’ legal actions - increasingly at the state and local levels - and can significantly reduce employees’ commitment to organizational success.

Areas Covered in the Session:

• Key employee handbook issues in 2023
• A review of the NLRB’s 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: 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 commitments to certain procedural safeguards that the organization did not intend to make. As noted in 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 the opportunity for employers to make their work force more committed and supportive of their goals. Unfortunately, they also provide the basis for employees’ legal actions - increasingly at the state level - and can significantly reduce employees’ commitment to organizational success.

Why you should Attend: 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: 1) enhance their business, operational, and legal intelligence to ensure they have identified the changing external and internal factors that affect their policies; 2) increase internal stakeholder participation in the handbook development process to obtain greater employee commitment and operational alignment; 3) establish new metrics to assess handbook policy and practices performance and measure the achievement of organization goals; and 4) 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.

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: Effective HR metrics are not developed in a vacuum. The “right or best” metrics require a detailed understanding of your organization: how it generates revenue, its business strategies and objectives, its business imperatives, the risks it faces, the opportunities to be seized, and what it already measures. Thus, HR metrics should not be developed in a silo or owned exclusively by human resources. To be of value, HR metrics should measure the business factors that are important to the organization ? not just HR ? and should be co-owned by HR and the C-suite, other departments, and line managers. The right or best metrics are HR metrics that incorporate the input of stakeholders and contribute to informed decision-making. From this perspective, HR metrics should be predictive and action oriented. HR metrics that do not assist organizational decision making are of little value. The issue is not the number of metrics. As Albert Einstein noted: “Everything that counts can’t be measured and everything that can be measured does not count.”

As noted, the measurement of business outcomes is a critical component of the HR auditing process. Thus, your organization’s HR metrics should help you assess the value and contribution of your organization’s human capital; should focus your organization’s attention on how human capital helps it achieve its business objectives; should help you measure and assess human capital management and employment practices liability related risks; and should help you assess individual and organizational performance.

Since HR metrics can assist your organization identify weaknesses and failures in its human resource management and employment practices compliance activities, your organization’s selection and use of specific HR metrics is not only an indicator of what issues it considers important but is also an indication of your organization’s commitment to identify and ferret out ineffective or unlawful practices and processes. Thus, your organization may be scrutinized not only on the issues it chooses to measure, but also the issues it chooses to ignore.

Thus, your use of HR metrics considers both quantitative and qualitative methods and measurements, should help you assess your organization’s performance, and should provide you with data that will allow you to evaluate human capital outcomes.

Why should you Attend: Governmental and regulatory agencies have put employers on notice that they must create, maintain, and demonstrate procedures and activities that they are in compliance with the laws - and these laws are numerous. At the same time, investors, lending institutions, and third-party administrators are constantly imposing requirements upon employers that ensure resources are properly used and that results are properly reported. In this environment, organizations must be able to demonstrate compliance through objective measures. The failure to demonstrate compliance with these requirements can impose significant liabilities.

Thus, employers need metrics and measurements that are strategic, operational, and transactional. They need metrics that help them identify monetary and non-monetary risks and help them manage revenue generation, productivity, labor costs, and profitability.

Further, they need metrics that help identify non-compliance. These metrics measure the employment brand and organizations’ ability to attract and retain top performers. They also measure legal and statutory non-compliance, which may result in fines, penalties, debarment, and lost business opportunities.

This webinar discusses the transition of HR metrics to business analytics in helping organizations assess these risks and discusses the use of HR related Key Compliance Indicators (KCIs) that can be used as an element of a continuous audit process that provides assurance of compliance.

Areas Covered in the Session: This webinar discusses the use of HR metrics as a core competency, reviews the role HR metrics play in helping the organization make critical business decisions, describes the calculation of employment practices liability risk exposure, and provides a listing of some of the more widely used HR metrics.

The training objectives:

• Gain an understanding of key HR metrics
• Be able to identify and assess the strategic and operational impact of HR metrics
• Learn the role of metrics in measuring and communicating value
• Review the basics of using HR metrics in assessing human capital related risks
• Learn how HR metrics improve strategic and operational decision making

Who Will Benefit:

• SHRM
• IIA
• AICPA
• Risk Managers
• CFOs
• Legal counsels