human resources

October 1, 2010

Categories

Compliance

Take A Second Look

Employers have the right to establish a dress code or appearance policy as long as there is a business reason, it is consistently applied and it doesn’t discriminate. Businesses that prohibit body art, tattoos and unconventional body piercing frequently cite the need to reflect a professional image as the reason. Some employers believe body art may be offensive to customers, investors and the public. Starbucks conducted an online survey of customers to determine if unobtrusive tattoos or more visible body piercings would change their visiting habits. Tattoos had less of a negative impact than piercings. Tattoos would cause 13% to […]

August 1, 2010

Categories

Compliance

ICE Warning!

The new worksite strategy of Immigration and Customs Enforcement (ICE) shifts the focus from employees to employers. ICE’s new priority is criminal prosecution of employers for immigration violations. Gone are the days of I-9 audits resulting in fines and cease and desist orders. Auditors are well-trained investigators, many with backgrounds in law, law enforcement and accounting. In an ICE strategy memo, auditors are encouraged to use a wide range of methods to look for evidence of “harboring, identification document fraud, money laundering and other criminal conduct.” In a memorandum, Brett Dryer, ICE Worksite Enforcement Unit Chief stated, If we go […]

August 1, 2010

Categories

Civility

The ROI of Civility

Imagine working where information flowed freely, collaboration was the norm and mutual respect prevailed. In 2007, Cisco Systems’ revenue exceeded $34 billion. The company attributes its success to civility. Cisco developed a comprehensive plan to assure respectful employee interactions after studying the cost of incivility among non- Cisco employees. A detailed analysis can be found in Pearson’s and Porath’s book, The Cost of Bad Behavior.

July 1, 2010

Categories

Performance

Managing Performance

Technically managing an individual’s performance starts with a recruitment plan and ends with an analysis of the exit interview. Some believe performance management is the performance appraisal form managers complete once a year. Others think of it as using the disciplinary action procedures to document employee shortcomings. Both concepts are terminal uses of authority. Managing performance is an ongoing process that may require the use of formal power only after communicating expectations, providing information and problem solving fall short. Managers should never feel victorious when using their authority. Indeed, it means that all other measures failed. Skilled managers are quick […]