As a society, we’re often in denial about retirement. While most of us envision a future full of leisurely, work-free days, many people have done little to prepare for it. Daily Starbucks runs and racing out to buy the latest…
Workforce is a multimedia publication that covers the intersection of people management and business strategy. Our content helps HR professionals approach their jobs from a more strategic, big-picture, business-results perspective.
You get what you pay for.” This adage rings especially true in the business world. Low salaries generally attract mediocre talent. Cheap technology is often inefficient and can require costly repairs. And free employee assistance programs can incur high health…
To round out our exploration of innovation in the workforce, we turned to our Game Changers. Below are questions we asked them and some of their provocative answers.
Telecommuting policies and rented hotel space help organizations cope with the storm.
A proactive and targeted pro-management message is still important if a non-union employer wants to remain non-union.
I have a question regarding the 1,000-hour vesting/participation requirement related to disability: Employee A works 400 hours as an active (regular) employee. At that point, the employee gets a temporary disability (because of nonwork related activities) and no longer performs work, but is not terminated and remains an employee. In this case, does the 1,000-hour rule get waived since there is a disability? Or does it stay in place since there was no termination event? Thanks for any help/insight. —Counting the Hours, assistant controller, construction trades, Rancho Dominguez
If you’re looking to draft an employee off-duty access policy, you could do a whole lot worse than one the NLRB has already blessed as kosher.
As these cases illustrate, when an employee acts egregiously courts are willing to overlook things like as whether a non-compete was conventionally, or even actually, signed.
Bravo for creativity, but let me suggest a less intrusive, and more conclusive, alternative to the racy pic: a forensic exam of the phone that sent the photo.
Would it help us build camaraderie and culture to create an inclusive “get-to-know-you sheet” to encourage our employees to develop stronger relationships? Honestly, our focus on culture is newfound. We know it’s important and want to develop tools that nurture it, yet some of our managers don’t fully appreciate how culture ties back to their responsibilities. Suggestions? —Nervous Newbie, project manager, financial services, Cleveland, Ohio
Though some may be wary about employee fraternization, studies have shown that when companies encourage friendships among co-workers, the benefits outweigh any potential costs.