disability management, Human Resources Training

Why is Disability Management Important at the Workplace?


Disabilities are of various kinds. In a broad sense, most of us are born and live with one or more disabilities. Contrary to the generally perceived association of disability with only the physical aspects of a person, mental, professional, legal and social disabilities are taken seriously in the workplaces of some countries.

However, from a legislative point of view, a disability has a clear definition. Various countries and organizations have their own definitions of disability. For example, the World Health Organization defines disability thus:

“an umbrella term for impairments, activity limitations and participation restrictions. Disability is the interaction between individuals with a health condition (e.g., cerebral palsy, Down syndrome and depression) and personal and environmental factors (e.g., negative attitudes, inaccessible transportation and public buildings, and limited social supports)”.

Employees with disabilities face problems that are peculiar to their condition. They could have difficulties reaching office on time safely. They could have issues concerning access to basic amenities like lifts, toilets, etc. Over the years, the increase in the level of awareness about disabilities has led to legislations that have resulted in the need to formulate laws concerning disability. Most countries have laws concerning disability.

Disability management

A disability management program is one that is aimed at implementing actions that facilitate a workplace that is amenable to the needs of the disabled employees. It suggests a series of well-defined, coordinated actions that make the work environment friendly towards employees with various disabilities, physical or emotional.

A disability management program is a legal, comprehensive framework that takes into consideration the needs of the employee, the organization and the family of the disabled employee.


The importance of disability management at the workplace

Disability management is a program that organizations implement in organizations with the intention of meeting many objectives:

  • The most important of these is that the person with the disability should lead a life of dignity. Giving attention to the unique needs of disabled employees facilitates greater productivity from them and instils a sense of accomplishment and self-worth in such employees
  • Making the workplace friendly to the needs of disabled employees raises the reputation of the organization and gives it the image of being a caring one and as an implementer of corporate social responsibility
  • It enhances the trustworthiness of the organization in the eyes of the disabled employees and their families, and with other stakeholders such as the investors, the government, and the general public
  • Such employees will be able to work and earn more, leading to enhanced savings over longer periods of time

Elements of a disability management program

A disability management program should be a well-rounded one that the organization implements in consultation with the disabled and other employees, the families of the disabled employees, their doctors, and the management

It involves understanding the emotional and physical needs and challenges of the disabled employees and taking steps to mitigate them, such as offering leave benefits, transportation facilities, designing the workplace in such a way that it becomes conducive to them, and so on.

Employers who implement an effective and legally compliant disability program are shown to experience greater productivity. Such organizations give employees with disabilities fewer reasons to abstain from work, thus gaining in productivity by making their workplace favorable to disabled employees. This means that the employers themselves have a lot to gain from implementing an employee disability program.

hr best practices, hr policies, Human Resources Training

How do Stay Interviews Help in Employee Engagement and Retention?


As the organization’s HR, do you have a suspicion that any of your employees could be planning to leave the company soon? In such a situation, the best thing that HR can do is to not let it remain a suspicion, but to talk about it. Nothing beats free and open communication when it comes to gauging if an employee is leaving. This alone clears any doubt that the organization could be having about an employee’s intention to stay on or leave.

However, the basis to initiating an open and frank discussion about employee’s impending decision is solid credibility. HR has to have solid information and supporting documentation to the effect that a person, especially a key person, is planning to leave. HR will end up making a fool of itself if it talks to an employee about her plan to leave based purely on hearsay. If the gut feel goes wrong, it will throw up a very awkward situation.

While this is one part of the story, initiating the discussion has its own dynamics and sensitivities, which a mature and experienced HR professional needs élan to handle. To start with, the discussion should not be based on any generalities, but on specificities. This interview, called a stay interview, should be based on concrete action plans that HR could have for the employee who plans to quit.

Retaining top talent is crucial


The crucial element of a stay interview is that HR and management should be on the same page. Management buy in is the key to starting this decision. HR and management should assess the impact of a person’s departure from the organization as the first step. If both feel that the key person’s leaving is going to impact the organization in a big way, the stay interview should be arranged. It should show that the organization is seriously interested in retaining the resource.

Putting every effort to retain the talented employee is very important for the organization: a recent Harvard Business Review article entitled “How to Keep Your Top Talent” warns that a quarter of an organization’s top talent plans to leave in a year of joining.

Understand the ways of carrying out a stay interview


The ways by which to conduct a stay interview effectively is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, is offering. Marcia Zidle, CEO of Leaders At All Levels and a board certified executive coach, will be the speaker at this very valuable learning session. Marcia will show how HR should elicit the intention behind the decision to leave.

Please visit TrainHR to enroll for this webinar.

This activity 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).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

A stay interview is different from an exit interview or an employee engagement survey

A stay interview is quite different from a performance appraisal interview, where HR assesses many aspects of work. A stay interview is also different from an employee satisfaction survey in a number of ways. It is not a form that is filled up and submitted. It is mainly about estimating the level of involvement in the company, and what can be done to keep the employee in the organization.

The main intention of the stay interview is to probe why the employee is planning to leave. It gives the opportunity for a two-way conversation in which the employee is free to tell what she wants to, because it is almost certain she has an offer on hand, and has nothing to lose by opening up.

Consisting of a standard and structured, yet informal set of questions, the stay interview should elicit the reasons for which the decision is being taken by the employee. It should try to see what all it can do to make the employee stay back. HR should ideally spend half an hour in narrowing its questions down to the exact situation at the employee’s end.

HR has to understand if the decision to quit is triggered by considerations that could range from the pay to the growth opportunities and the level of their engagement. The stay interview should also not be something done as a formality, just asking the employee on her last working day why she is leaving.

All these aspects of a stay interview will be explained at this webinar. Marcia will cover the following areas at this webinar:

  • Identify five key factors that impact an employee’s desire to stay or leave
  • Recognize four possible “triggers” that cause the employee to consider leaving
  • Learn how to ask probing questions and conduct effective, efficient stay interviews
  • Survey a list of eight retention actions to increase employee’s loyalty and commitment
  • Review a sample of stay interview questions and develop your own customized list to ask
  • Discover how to develop stay plans for your employees and manage accountability
  • Develop a simple “how-to-toolkit” that includes who to select, how and when to approach; interview formant and how to handle possible resistance.


hr best practices, hr policies, Human Resources Training

Employee Assessment is a vital Tool for Organizations



Employee assessment help organizations identify and define employees that are either assets or liabilities. A great level of care has to be taken into employee assessments

An organization that does not carry out periodic employee assessments is considered lackadaisical. Such an organization is missing out on what constitutes its core function. Employee assessment is an important tool that helps the organization and the employee understand the level of their match to each other. Employee assessment is the prime factor in making appraisals that are an important aid for career enhancement and motivation.

Types of Employee Assessment

Employee assessments are of two types:

  • Self-assessment
  • Assessment by management, led primarily by HR.

A self-assessment form, as this self-explanatory term denotes, is filled out by the employee. This is meant to first get an idea of what the employee thinks of her own work during the assessment period and how she rates it.

On the other hand, the assessment by management reflects how the management has perceived the said employee’s work. Both these assessments are then mapped to arrive at an agreed measure. The raise is given based on this common understanding.

Tools for Employee Assessment

Employees are assessed in a variety of ways using tools such as


Sample Employee Assessment Form

An employee assessment is the process in which these parameters are judged. Typically, an employee assessment form, which would be common to both assessments, serves as a template for making employee assessments.

hr best practices, hr policies, hr training, Human Resources Training

Performance Management is Vital to Getting the Best out of Employees


Hand writing Performance Management, business concept

Performance management is a well-thought out, comprehensive program that assesses employee performance in relation to the organization’s business goals and objectives. Also included in it is the aspect of the cultural fit.

When does performance management begin and end?

HR should start the process of performance management from the time the employee is onboarded. This being the case, it logically follows that it goes on till the time the employee leaves the organization. Being a holistic program, it has both strategic and tactical value to the organization, because it helps management to get a good idea of how employees are performing from time to time and how this performance is impacting the organization.

Performance management should thus be:

  • Inclusive of employee induction, training and growth
  • Well-written to do justice to describe employee achievements in relation to the job requirement
  • Effectively supervised;
  • Able to foster a congenial work atmosphere that employees like

Objectives of a good Performance Management System


hr best practices, HR management trainings, hr policies, hr training, Human Resources Training

Human Resource Information Systems – an understanding


A Human Resource Information System (HRIS) is a software system in which all functions of HR, payroll and accounting are automated. An HRIS system helps an organization’s HR and Finance to streamline their activities. This makes it simpler for them to keep track of the activities, and to also plan for many of their work-related schedules and capabilities.

An HRIS is expected to deliver automated solutions to many of the manual and clerical activities that these departments do. These activities, despite being routine, are time-consuming, because of which productivity suffers. It is to address this issue that HRIS is used in organizations.

What functions does an HRIS help speed up?


An HRIS facilitates all activities of HR and some functions of Finance. These are some of the areas of HR that an HRIS helps to keep track of and optimize:

  • hiring
  • hours of work each employee has put in on a particular day
  • benefits due to each employee
  • performance and appraisals
  • trainings that each employee needs from time to time
  • announcement of company policies

Some of the ways by which Finance benefits from an efficient HRIS

In many human resource information systems, Finance is built into HR activities. An HRIS usually helps Finance streamline and regulate work related to:

  • payroll
  • W-4 forms and related documentations
  • All types of accounting, such as tax deductions, etc. of each employee


Modules of HRIS

Most human resource information systems have an interface in which they have modules that help them keep track of their individual functions and activities. Each of the activities under HR and Finance comes under respective modules.

A daily work tracker for instance, will have details of the employee log in on each day of work, the hours worked, and so on. Likewise, when a certain training need arises for an employee who has completed a stipulated tenure of work, the HRIS raises alerts about it.

hr best practices, hr management training, hr policies, Human Resources Training

Conducting Consistent and Periodic HR Audits is a Healthy Practice


It is essential for HR to audit a host of its practices and functions. This audit is meant to ensure that the organization stays on course with its goals.

HR, which conducts the organization’s various coordination functions, has to have its house in order. It should have its own machinery well lubricated, so to speak. Being the cog in the organizational wheel, which oversees an organization’s whole set of processes, HR should be well equipped to carry out periodic and set audits.

Why does HR need to carry out Regular Audits?


  • It helps the organization keep up-to-date with employment laws and regulations;
  • It needs to ensure compliance with employment rules and best practices;
  • These HR audits are a means to ensuring that the organization is on track with its goals and visions;
  • Regular Audits ensure that the organization’s work processes are streamlined;
  • They help to identify issues before they snowball into crises.

Commonly Accepted HR Audit Techniques

HR audit techniques concern the techniques used by HR to carry out audit of its department. Some of the commonly accepted HR audit techniques consist of:


business communication, hr best practices, hr training, Human Resources Training

Workplace Communication has many Important Aspects


Communication is at the very heart of the workplace. Communication is vital to any organization, no matter what its nature of business and size. Workplace communication includes all form of communication: Communication from employer to employee, from managers or leaders to the employee and between the leaders themselves, and from employee to employee.

So, what is it that has to be communicated? Quite a lot, if we make sense of the observation made above. Since workplace communication involves almost everyone at the workplace; it is fit to consider workplace communication as being effective when each communicator knows what is to be communicated and how to do it for best results.

Some guidelines for effective workplace communication

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Since workplace communication is about various types and levels of communication involving almost everyone at the workplace; it helps to familiarize with a few guidelines for effective workplace communication. These are general aspects of workplace communication, irrespective of who is communicating to whom at the workplace and on what topic.

Workplace communication is about the choice of words


Essentially, effective workplace communication involves using the right words at the right time. People who are adept at workplace communication choose the right words, emphasizing what is important and why. “I want this report urgently”, when phrased into “could you please turn in the report we need to discuss, by 3 PM?” appeals more. This kind of statement emphasizes the importance of time, but is also polite.

Listening is a critical component of communication

A maioria das pessoas não sabem se estão com problemas de surdez

Effective workplace communication rests on the art of listening. This may sound strange to some, but a communicator who does not listen fully or properly risks being a person who is in the habit of delivering monologues. The art of communication gets perfected only when the communicator learns to listen. This is what complements and completes the communication and makes it effective.

Body language is an important aspect of workplace communication


As much at the workplace as in life; one’s body language is a great indicator of the communicator’s ability to convey while also making an impression. Being casual while making a point kills the rationale of good workplace communication. It sends out a rather negative image of the communicator. One has to be attentive to signs of body language while making a point.

Avoid beating around the bush

Coming to the point straightaway is very important for making workplace communication effective. Depending on the nature of what is to be communicated; this may not always be possible and a little background may be necessary, but even when necessary, this should be brief and only as much as absolutely needed.

Assess the impact of workplace communication



One can go on speaking without realizing what impact it is having. This makes workplace communication absolutely useless and boring. The communicator has to size the impact her words are having on the audience to which she is communicating and decide to continue or curtail the communication.