Human Resources Training

Change Leadership: The Top Four Skills and the Top Four Steps to Deal With Change During These Uncertain Times

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Is change occurring in your organization due to the pandemic? Of course, it is? Are these changes causing stress or conflicts? Do you know how to get everyone on board the change train that is rapidly heading out of the station? How do you get employees to not only go through the motions, but also actually “buy into the changes that are necessary?

Any significant change creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive basis puts speed, morale, and results at risk.

The secret to managing greater levels of change is not to press harder on the pedal already floored, but to shift gears and develop effective change leaders throughout the organization.Due to the increased pressure to respond to change quickly, and the changing dynamics of the workforce, human resource professionals as well as line and project managers must also wear the hat of change agents – leading the way to make change work – to be effective and productive and cost-effective.

Managing change in a fast-changing environment is increasingly the situation in which most organizations now work. To optimize your company’s response to market opportunities and threats requires more than just a plan but rather dynamic processes, systems and culture if your change initiatives are to be successful.

If you are a manager or executive, a project or team leader, a human resource professional or director, you need to understand the human elements of change and create effective strategies for engaging people to move forward with the change.

You need to develop the four key skills and implement the four key steps for leading change successfully.

Human Resources Training, workforce management

Strategic Planning for Working Remotely

Work Remotely

 

Workplaces have transitioned to working remotely as part of the COVID-19 response in order to adhere to public health guidelines but were not necessarily prepared to address all elements of remote work.

In particular, the lack of ergonomic preparedness led to staff being sent home with only a laptop, no other equipment, to achieve proper ergonomic set-up and no strategy on how to get staff equipment should they experience discomforts.

When you combine the lack of equipment with a lack of training or education on how to set-up their home workstation to achieve ergonomic principles this created a recipe for musculoskeletal injuries.

Workplaces have transitioned to working remotely as part of the COVID-19 response in order to adhere to public health guidelines but were not necessarily prepared to address the complexities of remote work.

Staff were sent home to begin remote work with no policy or procedure in place on expectations related to performing work remotely and no plan for addressing ergonomics for staff working from a home office.

This contributes to an increase in musculoskeletal injuries in workplaces.

 

Human Resources Training

How to Welcome, Engage, and Retain New Employees with Your In-Person and Virtual On-boarding Strategy in 2020

 

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Whether you call it Onboarding, Induction, Enculturation, or New Employee Orientation (NEO), the process used to welcome and train your new employees while capturing their excitement of a new job and reducing their new job jitters is critical to their success.

We have new challenges now with the pandemic – how do we onboard a new employee virtually? NEO is not a one day event, but rather a process that begins after their acceptance of the job and extends through the first year of their employment. Studies show that the new arrival’s primary concerns are three things- my job, my boss, and my coworkers.

Dealing with new employee jitters and uncertainties is a high priority in orientation programs. How long this mental mayhem lasts may depend a great deal on employee orientation. It’s been said that new hires have about 90 days to “prove” themselves in their new workplace. According to the Society of Human Resources Management (SHRM), 500,000 Fortune 500 managers change jobs every year while, overall, managers change jobs every 2 – 4 years.

Non-management employees may change jobs even more frequently.The process of orienting new employees to their new position, their new work environment, and their new colleagues takes time and if not done effectively, the new hire leaves and goes elsewhere. Onboarding is the process that welcomes and integrates the new hire into their new position and workplace so they become engaged and committed to their role in assisting the organization in reaching its mission.

Onboarding is a strategy and a process that extends well beyond the first day on the job. It is a critical process to get the new hire off and running in their new environment, their new position, and with new colleagues enabling them to enjoy their work and their employer.

Onboarding needs to include fun activities, using “buddies” to streamline the new hire’s experience, beginning from the point of the job offer. It is one of the most important elements an employer should invest in. A comprehensive Onboarding process plays a pivotal role in catalyzing your new hire’s engagement into their new role, responsibilities, and the organization.

The new employee reaches productivity a full 2 months sooner, function as a team member quicker, less likely to quit, and more likely to be an active member of the organization. All of this equates to huge financial savings on the part of the organization. By 45 days after a new employee begins their job, 20% quit! By 7 months, 50% have quit. Forty six percent of new hires fail within 18 months, and only 19% achieve success.

The exodus of these new hires costs the employer approximately 20% of each employee’s salary. Considering the percentage of employees who never engage with their new job – the costs are enormous.

If those employees engaged, research shows that the stock value will have higher earnings per share, and the business will experience 22% higher profitability, 21% higher productivity, 10% higher customer engagement, 25% to 65% lower turnover, 37% lower absenteeism, 28% lower shrinkage (theft), and 48% fewer staff safety incidents.

HR audits, HR compliance, Human Resources Training

Being a Successful HR Department of One

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Getting your day-to-day HR workdone has never been so difficult.

The circumstances surrounding the COVID-19 and most recently the widespread civil unrest are continuing to develop quickly, and with the rapid-fire nature of modern media and social media channels, details vary from broadcast to broadcast, leaving many in the workforce in confusion and fear.

Most employees are confused about the next steps they should take, either paralyzed by fear, worried about their future or in the shock and denial phase of the crisis. Although many HR pros have spent a career training for such a critical mass event, it has been an exhausting 3 months and the vision forward is clouded by a sea of unfinished work.

Our National condition is constantly changing which has employers feeling the pressure and unfortunately due to the overload of news and information (often contradicting itself) leaders are running the risk of being too ambitious in their communication and actions with employees.

Ambiguity leads to confusion and creates more uncertainty and fear. This is something we all need to avoid. Thankfully, there are steps HR pros can take to help their employers support their workforce, encourage certain behaviors and manage the business environment effectively, so employees can continue to remain engaged and reduce the risk of panic and concern – on top of all the regular HR work that needs to be done.

These steps of workforce management are often seen as commonsense, however, in a crisis or unfamiliar situation it is more difficult to remain calm and think or behave in a considered way, it is vital for HR professionals to help establish reasonable practices that are followed.

It’s fun and rewarding to make an impact, put plans in place and implement them so they thoroughly understood, investigated, checked and measured in order to avoid longer term damage to the business and relationships companies have with their employees.

Every day the boundaries and goal-posts are moving, so it is vitally important to meet the needs of your competing demands so leaders in industry and business are kept as up to date as possible to avoid generating fear, adding to the confusion or creating workplace dysfunction. We need to know what we can do in order to adapt, innovate and implement new ways of operating as our national environment changes.

This is why knowledge, clear communication, accurate information, considered action are required.

Being an effective HR department of one is about identifying today’s priorities and getting them done within a continuously shifting timeframe.

The trouble right now is that there is an overwhelming amount of information, and conflicting directives from multiple sources as a result of the COVID-19 pandemic and recent surge of civil unrest.