Identifying and Retaining all the Stakeholders in a Business

An often overlooked aspect of a business is the stakeholders. Many organizations have a problem in identifying their real stakeholders. Many stakeholders are pretty obvious since they are visible. But many businesses have a problem in getting to understand who the real stakeholders are because there are the invisible ones who are difficult to identify.

Internal and external stakeholders make up a strong and potent force that has the ability to either make or break an organization. Often, the special benefits they provide are overlooked or ignored, leading to missed opportunities. Organizations stand to gain a lot from stakeholders through a stakeholder engagement process that helps to prevent problems. Proper planning needs to go into it, as it has to take the present situation and anticipate the future ones. The goal of this engagement process is to motivate other stakeholders to stay engaged too, which will be of immense use to the organization.

Identifying the real stakeholder is of utmost importance

Many a time, an organization could be short of its goal when it comes to recognizing the importance of the obvious and the abstruse stakeholder. It needs to understand if it omitted stakeholder from a key discussion or decision. It should also asses the loss caused to it by the stakeholder who causes it problems. These situations keep repeating often in corporate circles, leading to delays, bad feelings, or much more. The answer to this problem is to identify all the stakeholders and understand the role and importance each brings to the business. A wise business comes up with a plan to prevent a stakeholder from causing issues for the management.

Recognizing and retaining the right stakeholder involves more than just communication. Ideally, if the organization has to retain them, they have to do a lot, like:

  • Creating alliances with stakeholder leaders, which involves creating leaders where they don’t exist
  • Engaging with stakeholders by profiling their interests, opinions, values, risk tolerance, etc. and matching them with opportunities
  • Identifying what the organization may or may not negotiate with, and if it can be negotiated, the level and extent to which it can be done
  • Supporting and lauding and rewarding stakeholder efforts

These are some of the processes and actions an organization can take to derive the best out of its stakeholders.

Learn to understand the ways of identifying stakeholders and using them better

The ways of doing all this will be taught at a webinar that TrainHR, a leading provider of professional trainings for the human resources industry, will be organizing.

Jan Triplett, Ph.D., CEO of the internationally recognized Business Success Center, who is an entrepreneur, author, speaker and small business activist, will be the speaker at this webinar. She brings the experience of being a frequent keynote speaker on business growth models, funding and pricing strategies, alliance building, personnel management, and sales processes into this session.

To gain the knowledge of how to optimize the important resources of stakeholders and derive the best out of their experience and knowledge, please enroll for this webinar by visiting TrainHR

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Everyone who wants to cultivate stakeholders and build up a fruitful relationship with them and make the best use of it, such as owners of businesses, top management staff (C- Level), Department Heads, Marketing & Sales Directors with inside or outside Sales Teams, Operations Manager, Vendors to larger Businesses and Non-profit Presidents or CEO’s will gain from this session.

At this hour-long session, Jan will cover the following areas:

  • Identifying and profiling all the relevant stakeholders and how to keep that current as plans and situations change
  • Creating a plan and process to communicate and work with stakeholders and other influencers who are relevant to stakeholders
  • Creating an early warning system to identify problems before they happen or grow
  • Implementing the Plan – timeline, expected results, budget management
  • Getting “buy in” for the plan from the top to the bottom of the organization and the stakeholders
  • Tracking and Evaluating the Plan
  • Adjusting the Plan
  • Celebrating success with stakeholders to encourage future participation and cooperation.

Want to lead? Learn to communicate effectively

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Communication is the most important means by which a person or organization express themselves. Communicative ability is difficult to suppress. At the individual level, there are talented communicators, and there are the effective communicators. A talented communicator can be telegenic, and can bring in only style. Substance may be lacking in the communication of a talented communicator.

On the other hand, the effective communicator is one who communicates with conviction, trust, respect, understanding, empathy and resolution. This is the kind of communicator organizations need.

To be an effective communicator; the communicator need not have the charisma or attractiveness of the talented communicator. Such a communicator does not need to even possess strong vocabulary or a grandiloquent or articulated style, or even the ability to be able to speak in public, or that of being a good listener. The effective communicator simply needs to understand how to read people, realize that communication is both receiving and broadcasting, and be able to adapt to many unique and stressful situations when it comes to communicating with others.

A learning session on how to be an effective communicator

All these behaviors and traits can be imbibed and implemented through proper coaching. The ways of doing this form the core of a webinar that TrainHR, a highly acclaimed provider of professional trainings for the HR industry; will be organizing. To enroll for this webinar, just visit TrainHR

The expert at this webinar is David Rohlander, author of the Amazon-bestseller, “The CEO Code”. With five sixths of his new clients coming from referrals, David is the ideal expert to impart learning on the many aspects of effective communication.

Understanding and integrity are the soul of effective communication

David will seek to offer clarity on a simple, but potentially one the most troubling questions in the minds of many people: “How to communicate effectively”. In exploring the critical elements of the effective communicator; David will teach how participants can develop these traits and how they can use communication to accomplish great things through other people.

David will explain his conviction that understanding is at the root of effective communication. This, to him, is the cornerstone of effective communication. He will expand on this thought during the webinar, earmarking a considerable part of it to making participants understand the role of understanding. When participants imbibe this trait into their communication, they will be able to read people, develop awareness of the self and inculcate technics and methods to practice.

Carry honesty and conviction in words

When people learn to communicate effectively, it brings with it important qualities such as being able to lead, and to persuade and carry conviction, which makes people believe in them and their ideas. This gives them a prominent position in the minds of listeners, because it equips them with the power to practice integrity. Their words carry weight when they are uttered with belief, honesty and goodwill.

The hallmark of effective communication is integrity in the words, which is what separates the effective speakers from the talented ones. If this important quality is lacking, they are going to lose the trust and faith that people repose in them. This will make them no different from politicians.

This webinar will offer important learning to professionals across the entire spectrum of organizations, for whom communication is a key part of their work and success. C-Level executives such as CEO, CFO, COO, Vice Presidents and Regional Managers, managers and supervisors, newly promoted managers, and high potential employees being groomed for Leadership & Promotions will benefit in a large manner from this webinar.

At this webinar, David will cover the following areas:

  • What is effective communication?
  • Trust
  • Respect
  • Understanding
  • Empathy
  • Resolution
  • It is an Art.

Dealing with substance abuse at the workplace

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That substance abuse is a serious issue and menace at the US workplace needs no iteration, if one takes a look at these disturbing statistics compiled by the National Drug Free Workplace Alliance (NDWA) for five years from 2008 suggest:

  • Close to nine percent of the workforce in the age group of 18-64 used alcohol heavily in one month prior to the survey

 

  • More than eight percent used illicit drugs in the same preceding period

 

  • Between nine and ten percent of the employees were dependent on either alcohol or illicit drugs for a year prior to the survey

 

  • Substance abuse correlates to the industry in which people work. Mining and construction workers are prone to be the highest consumers of alcohol, while those in the accommodation and food services industry topped in the use of illicit drugs.

These statistics apart, there are many aspects of substance abuse that are of serious concern to the workplace. When employees resort to substance abuse –defined by the World Health Organization (WHO) as the illicit and unauthorized use of harmful substances such as alcohol and/or drugs among others –they become a liability for organizations in more senses than one.

Effects of substance abuse at the workplace

Employees who resort to substance abuse at the workplace suffer from issues that affect their own productivity and that of others:

The National Clearinghouse for Alcohol and Drug Information estimates that the loss, from substance abuse is around $ 13,000 annually per employee. The direct or indirect loss from substance abuse amounts to over $100 billion for the US economy overall. This figure is pretty conservative, since it does not factor in how much more this money could have generated if it were to be put on the right resources.

It also does not take into account the psychological aspects of substance abuse, such as the disturbance it places on the family, and the loss that this habit causes by stunting the emotional development and productive potential of the children affected by the habits of the bread earning member of the family.

These are just some of the ways by which substance abuse affects employees on a day-to-day basis:

  • Employees who are prone to substance abuse are less productive at work
  • They are less lively and are more likely to be lethargic during working hours
  • Their decision-making ability is hampered
  • They have a tendency for getting into verbal and physical fights with their peers
  • Drug or alcohol-dependent employees are more prone to illnesses and injuries, resulting in higher cost of medical attention

Management and HR need to act

Given the enormity of the problem of substance abuse at the workplace, it is imperative for managements and HR to become proactive in dealing with the problem. The onus certainly is on them to prevent and contain the problem of substance abuse at the workplace.

The ways of doing this will be the important learning from a webinar that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry. At this webinar, Dr. Steve Albrecht, one of the country’s leading experts on work and school violence prevention and on dealing with high-risk employees, customers, and taxpayers, and who wrote co-wrote Ticking Bombs, one of the first business books on workplace violence back in 1994, will be the speaker.

To hear from an expert of this stature about how to deal with issue of substance abuse at the workplace; please enroll for this session by visiting TrainHR .

A look at recent ambiguous laws

Dr. Albrecht will focus on the recent changes into state marijuana and medical marijuana use, which have made it quite difficult for employers to understand what is legal and what is not when it is used by employees, when consumed both during and off the job. He will cover the most common drugs of use and abuse, including stimulants, like meth and cocaine, hallucinogens, opiates marijuana, alcohol depressants, and dissociative anesthetics. He will explain the protocols for drug testing, results discussions, and return to work.

Above all, he will equip them with the understanding needed to determine if the employee’s altered behavior at work or low performance are a result of substance use. HR and other managerial cadre normally tend to overlook certain behavioral tendencies in problem employees or rationalize them to rule out the influence of drugs.

He will impart the following learning objectives from this session:

  • Recognize how drugs and alcohol are abused
  • Know how to identify the signs, symptoms, and behaviors of employee drug or alcohol use
  • Know how to have “crucial conversation” with employees suspected of drug or alcohol use
  • Understand the drug testing process, discipline, and return to work, and termination

Dr. Albrecht will cover the following area at this webinar:

  • Drugs and alcohol abuse
  • Types of drugs employees abuse and why
  • The testing process
  • Treatment programs
  • Discipline and Termination
  • Return to work.

Understanding payroll fraud and preventing it

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Payroll fraud is a matter of serious concern to the people affected by it, the organization in which it happens, and to the economy overall. It is estimated that payroll fraud is involved in around an eighth of all workplace frauds and makes up about a twelfth of all occupational frauds worldwide. On average, a payroll fraud case results in loss of $ 48,000 and avoids detection for about three years. Each payroll case fraud costs around $ 72,000.

It is rather unfortunate, but expected that small organizations bear the brunt of payroll frauds. The reason for this is not far to seek: They usually lack the requisite fraud detection mechanisms, making them particularly susceptible to payroll fraud.

Common methods for preventing payroll fraud

Many organizations take a few steps to prevent payroll fraud. Some of these include limiting access to the information relating to payroll, engaging different people for different levels and areas of payroll functions so that it acts as some kind of checks and balances system, conducting thorough background checks of the employees in charge of payroll functions, checking ghost employee accounts, installing automated clearing house (ACH) filters, and a few others.

Section 404 of SOX Act

Additionally, the Sarbanes Oxley Act, which was a landmark legislation aimed at putting checks on large corporate frauds, also requires companies to take a few steps to prevent payroll fraud. Section 404 of the SOX Act requires a few stringent steps:

  • Companies have to include an Internal Control Report in their annual financial reports stating that the management takes responsibility for implementing what SOX terms an “adequate” internal control structure
  • Management has to assess the effectiveness of this internal control structure
  • Deficiencies and discrepancies in these controls must be reported
  • These declarations by the management have to be attested by external registered auditors.

A complete discussion of the ways of preventing payroll fraud

A thorough understanding of all the elements of payroll fraud and the ways of preventing them will be discussed at a webinar that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry. At this webinar, Dayna Reum, who is Payroll Tax Manager at PetSmart Inc. and has been heavily involved in the payroll field over 15 years; will be the speaker.

To get an in-depth idea of payroll fraud and to understand the ways of dealing with it, please register for this webinar by visiting TrainHR

Tools for detecting payroll fraud

The purpose of this session is to help participants gain an understanding of the legal rules around detecting and deferring payroll fraud. Dayna will review tools that companies can use to detect or deter fraud with immediate effect. She will take up Section 404 of the SOX Act for detailed discussion and examine the requirements in it that publicly traded companies have to meet. She will also explain how the provisions of the Act are designed to check payroll fraud.

This webinar will be of high value to professionals involved in payroll functions, such as Payroll Professionals, Compensation Professionals, HR Professionals, and Benefit Professionals. In the course of this webinar, Dayna will cover the following areas:

  • Payroll Fraud Statistic’s-How big of a problem is it?
  • How does payroll fraud occur?
  • Preventing Payroll Fraud
  • Internal Controls
  • Tools (Process Maps, Business Continuity Plans, Process Documentation)
  • Audits
  • Sarbanes-Oxley 404 Requirements
  • Ethical Business Practices.

The importance of onboarding

 

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The importance of onboarding can be understood from the fact that it starts with the induction of the new hires and acclimatizes them with all the important aspects of the new organization, such as the culture, environment, people, and the business. In the light of the important elements that go into onboarding; it is a fallacy and a misconception to assume that it is yet another ritual that HR has to perform with new employees, hand them a cup of coffee and carry out the paperwork.

Onboarding goes beyond formalities

Documentation and joining formalities are just a miniscule part of onboarding. Onboarding is very important because it is this exercise that starts the process of connecting the new talent to the organization. One gets a clearer idea of this quality of onboarding when it is initiated for core personnel such as leaders and other key positions. When organizations induct leaders, they are not looking for run-of-the-mill performers. They expect something different and radical.

The organization would have roamed heaven and earth, in a manner of speaking, to find that special talent. If such talent is frittered away because onboarding could not imbue the character of the organization fully at the time of onboarding to the new leader and implant its expectations; it is a poor reflection of the ability of HR to make the best use of onboarding.

Keeping the interest up

As mentioned, onboarding is but the first step to the whole process of absorbing and assimilating the new hire. HR has to make sure that the initial excitement that the new hire experiences upon joining a new organization has to be sustained and does not fizzle out soon. Retaining the tempo is the test of good onboarding. Keeping the motivation and excitement levels consistently high over time is achieved only by effective onboarding.

A few points can be made to illustrate the importance of onboarding and what it can do if done tardily:

  • Organizations lose new hires quickly, as one in three new hires looks for new openings in just half a year of joining new companies;
  • One in three of newly hired employees in the executive cadre fall short of their targets in the first couple of years of taking up a position in a new organization;
  • Organizations are likely to lose something like two thirds of the entire talent base in just four years of recruiting new talent at the current rate of 10-15% annual rate of turnover.

A study by the Aberdeen Group puts the figure of likeliness that organizations have of retaining new leadership talent hires as a result of the right onboarding at as high as 70%. What the right onboarding primarily does is to prevent organizations from squandering its valuable resources on making a hire that stays for only a few months.

The emotional connector

So, what is that most critical element of good onboarding? Many techniques have been tried with mixed results. However, no matter what tools and methods companies use; nothing is as important in making onboarding successful as inculcating that emotional connection with the new hires.

An organization in which the HR creates and builds that emotional connection between the organization and the new hires has mastered the art of onboarding. It is this quintessential quality that makes or mars the success of onboarding. This emotional connect is the driving force of aligning the organization’s culture to the new hire, especially, a leader.

Explore the details of onboarding in a fun way

The finer elements of how to bring about this emotional connection between the new hire and the organization is what a webinar from TrainHR, a leading provider of professional trainings for the HR industry, will offer. This webinar’s speaker is Marcia Zidle, who is CEO of Leaders At All Levels and a board certified executive coach based in Dallas, Texas.

Want to make the most out of new hires? Want to understand how your organization can succeed in this crucial mission and see how it can achieve new heights with the new leadership? Then, register for this webinar by visiting TrainHR

The art of retaining talent and helping it propel the organization

Marcia will demonstrate the steps and decisions that HR can take to make onboarding effective. This is the most important means to keeping leadership talent for the long run and help the organization derive the most out of it. The following areas will be discussed at this session:

  • Learn six mistakes to avoid in your new hire onboarding process
  • Review best practices in executive onboarding accelerating executive success
  • Understand three onboarding approaches to integrate the new hire into their job and organization
  • Review an onboarding 90-day timeline with key tasks and tools to measure goals and milestones
  • Identify the top derailers for the critical stakeholders the manager, the new leader, human resources
  • Learn from focus groups what new leaders consider the top onboarding issues and ways to ensure success.

 

Diligence and scrutiny are important for writing investigative reports

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Diligence and a high degree of scrutiny are crucial for a person who is writing investigative reports in an organization. In the first place, an investigation has to be objective and not be vindictive. It should avoid targeting an employee personally; it should be thorough and proper from a legal perspective. When all the legal procedures are followed in an investigation, the case of the employer becomes strong and defensible in a court of law.

An investigative report, which captures and details the investigation, should reflect this entire nature of an investigation. All that is mentioned above about investigations should find resonance in the report. It should not only be a complete description of the investigative case; it should be thoroughly and properly researched and what is more, should be presented in a very well-articulated manner. Such an investigative report is a powerful tool in purging the organization of a bad employee.

Badly written investigative reports can be very harmful

If, at the other extreme, an investigative report that is half baked in the sense of being devoid of due diligence, or reeks of prejudice or bias towards the employee, it is a powerful tool in derailing the career prospects of a good employee, which affects the organization in many ways. Another important drawback of a shoddily written investigative report is that it can afford the employee the chance to take the employer to court. This has serious implications for the business and its reputation.

The court of law is not witness to the investigation, but only gets to know about it from the investigational report. So, the report has to be effective, fair and polished. The organization’s approach to the investigation is reflected in the report, which is why the person writing the investigative report has to get every component of it right. Since the investigative report is the final piece of written evidence that the organization is producing in the court to justify its actions; it has to be fair, well-argued and neatly presented. As this is the document on which action is taken, it is all the more important to follow the due process while writing investigative reports.

The right way of writing investigative reports

Since it is extremely important for organizations to get the ways of preparing investigative reports right; it is necessary to get trained on this critical aspect. This is what a webinar that TrainHR, a leading provider of professional trainings for the HR industry is organizing; will offer.

Teri Morning, who is President, Teri Morning Enterprises and has over 15 years human resource and training experience in a variety of professional fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit company structures, will be the speaker.

Teri will offer the right and effective ways of drafting a foolproof investigative report. You can enroll for this webinar by visiting TrainHR     This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

This webinar will be of immense use for those who are involved in conducting workplace investigations or are part of them in one or another way. These include Plant Managers and Upper Management, HR Generalists and Associates, Safety Managers and Associates, Small Business Owners, Regulatory Compliance Managers and Associates, and anyone who writes workplace investigative reports.

Teri will cover the following areas at this webinar:

  • Format of a report
  • What should be included in a report and as importantly – what should not
  • Style for report writing
  • Writing of allegation(s)
  • What to do with evidence
  • What goes in a witness summary in the report and what does not
  • Writing of your final determinations
  • What to do with partially substantiated allegation(s)
  • Why the report summary is written last
  • Tips for proofing and analyze your own final report
  • Report writing mistakes
  • Characteristics of a good report.

Behavior based interviewing for selecting the right candidate

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Many organizations make the mistake of basing the suitability of candidates purely on their skills and the knowledge they bring. This measure goes only half the way, and is incomplete, because many organizations fail to take into consideration the fact that behavior is a stronger and more reliable indicator of the person’s suitability to the organization than just academic qualification or skills.

Behavior indicates the cultural fit of the candidate more than these other criteria and even experience. It is an often overlooked parameter for judging the suitability of candidates, but this is more important than the other criteria mentioned here because many candidates appear very well qualified and skilled, but have gaps in their behavior.

Behavioral mismatch is a serious error

Candidates with a behavioral mismatch are more likely to leave the organization or create problems for it than others. They are most likely to get fired, because they are not able to bring or reflect the organization’s thinking in their work.

Attitudes and behaviors are more vital to perform at a higher level consistently than just skills and experience, which most candidates more or less gain over time anyway. Candidates with unsuited behaviors are likely to cost organizations millions of dollars. Yet, many organizations overlook this important aspect of selection.

Asking the right questions is the key

Hiring the candidate with the right behavior involves assessing them with relation to a set of behavioral patterns and predicting their response to it in real life situations. This will help the organization gauge the suitability of candidates from the behavioral perspective.

This involves framing and asking the right behavior-based questions and evaluating the responses. Of course, doing this accurately is important, because if the behavioral test is not framed rightly or is not implemented properly; it can misfire and can lead to a less than thorough or incomplete assessment, making the whole exercise futile.

Learn the ways of assessing candidate behavior

How do organizations get this right? How do they frame the right behavior-based questions that lead them to measure the candidate in the right way? This is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be providing.

Grant Schneider, president and founder of Performance Development Strategies, which helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy, will be the speaker at this session. This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

To get a proper understanding of the ways by which your organization can implement the strategies needed for framing the perceptive questions needed to point to behavioral attitudes, please enroll for this session by visiting TrainHR. Grant will help participants understand the ways by which they can avoid costly errors in the future by hiring candidates without the right behavior sets needed for being the right fit.

Everyone involved directly or indirectly in hiring and dealing with its effects on the organization, such as HR Professionals, CEO, Senior Vice President, Vice President, Executive Directors, Managing Directors, Regional Vice President, Area Supervisors and Managers will gain important insights into this topic.

Grant will cover the following areas at this webinar:

  • How to create and ask open-ended questions
  • How to solicit examples of past behavior to predict future behavior
  • How to take useful interview notes
  • How to get beyond the rehearsed answers to find out what a candidate is really thinking
  • How to establish interview evaluation criteria
  • How to identify and evaluate skills objectively.