Our financial services company recently introduced shift work for some service positions, which has led to grumbling and general discontent. For example, our service-desk positions previously were 8 a.m.-5 p.m. jobs, but business needs warranted going to a 24/5 schedule. We are concerned about a drop in morale, along with the attendant productivity drops. We tried to roll this out gradually, giving service people time to adjust and informing them of the change through group meetings and one on one. Still, morale is at a new low since we began the shift-work schedule. How could we have missed on this so badly? And how can we repair the damage? —Sinking Fast, manager, finance/insurance/real estate, Johannesburg, South Africa
Nationally, all employers must contend with myriad state laws limiting how they may use background check information as well as concern by the Equal Employment Opportunity Commission that these checks have a disparate impact on minorities.
Employees may have enforceable privacy interests in work areas, such as enclosed offices where they work, changing rooms and lockers accessible only to the employee. While searches or surveillance of work areas can be defended with legitimate cause, employers should consider policies and procedures to alert employees to the employer’s reserved right to conduct such surveillance. Even then, surreptitious photographing of employees should be carefully limited.
The indictment of an alleged master hacker in massive data thefts underscores the role that risk managers play in information technology security.
Workers hired for temporary or contract jobs face a higher risk of developing mental health problems such as depression, according to research by a medical sociologist at Montreal-based McGill University.
In a tough job market, some candidates go beyond being creative and fake aspects of their résumés to increase their attractiveness to would-be employers. By recognizing a few of the most commonly used deception techniques, employers can better position themselves to identify applicants who work hard to hide a history of hardly working.
Whether your boss is in HR or she’s the person running the entire show, all bosses need some straight talk sometimes from their HR pros before an oversight or blind spot mortally wounds them.
We are a small metal fabrication shop that has been in business for 14 years. Most of our staff has been with us for about six to eight years. These people were trained by us and have excellent benefits. We now have to relocate our company to accommodate business growth. This relocation is about 35 miles from where we are currently located. We decided to be open with employees and announced our relocation plans. We asked for interest as to who would go to the new site with us. We were surprised to discover there were very few takers outside of management. Any suggestions as to how to we could “sweeten the pot” to get more followers?
Effective rewards communication–ones that are personally significant to the recipient–will not only motivate employees in the short term, but also may help engage them for the long haul.
The San Diego Zoological Society, which employs 2,600 people, this year introduced an employee performance management system whose ratings will determine managers’ pay raises. It’s part of an emphasis on employee accountability outlined in the organization’s strategic plan.