PhD candidate and result-oriented Director with 25 years experience with involvement in all levels of Business Strategy, Sales and Marketing, Managing Project and Product Development. Aside of managing a company, he is also the best corporate trainer and public speaker in seminar and conference.
Basic manuals for new HR or people with HR responsibilities in firms that lack designated HR divisions.
In holding HR responsibilities, the workforces could be your achievement, or your downfall. In every organizations, there are certain trends that affect and complicate the work of HR professionals today. Consultant Barbara Mitchell and Cornelia Gamlem, former HR professionals, provide us the basics to raise your performance in handling workforces:
First impression is the beginning
No matter how experienced people are, getting into a new place is always a time-consuming process for everyone to adapt. The time span needed for them to get used to their new working place mostly depends from the way they are being welcomed. It is your job to give them a pleasant welcome, because eventually these people will play a role in your company’s success. Here are some methods to make your company leave a good first impression whenever there are new employees:
- Start by assigning the managers in charge to send the new employees welcome letters, and phone them to answer any questions they might have.
Observe and apply
- Send the necessary paperwork ahead of time, including benefits information and the employee handbook.
- Organize a new employee’s workspace, badge, email, network access and equipment to be ready on the first day.
- On day one, the manager should greet the new person, and introduce him or her to the team and other relevant people (if possible, all other employees).
- Follow a new hire’s progress with meetings or surveys after the first, second and third month.
Knowing your organization’s necessities is a must. In order to know what kind development that is needed to be applied, observe carefully what your organization requires in terms of “knowledge, skills and abilities” (KSAs). These insights will allow you to determine the best suited development, whether it is training, coaching or mentoring.
Maintain quality performance
Appraise and evaluate your employee performance. Construct it carefully and include discussions about the employee’s career aspirations and development plan. Listen carefully during the appraisals, build informal conversations in-between to get more honest answers. Then, give them unambiguous feedback and ask them what you can do to help them. It is also better for you to do the maintenance regularly rather than annually.
Being approached by HR often put employees in a defensive stand. To close the gap, approach them with friendly intention in terms of showing respect, building trust and creating a positive culture. Greet them regularly and pay attention to how they treat each other, in case of someone being mistreated. Protect the environment by showing them the company policy – including rules on harassment and bullying.
Termination of employment
Review layoffs and terminations for discrimination. Observe the laws and employer obligations governing terminations and always be professional about it. When you dismiss people for no fault of their own, such as downsizing, consider severance pay and outplacement services to soften the blow and protect your brand.
REFERENCE: Mitchel, Barbara and Cornelia Gamlem. The Big Book of HR. New Jersey, United States: Career Press, 2017.