Everybody talks about “talent acquisition,” recruitment and onboarding new employees.
What about offboarding?
The other end of the employee lifecycle—offboarding—provides another opportunity for a company to protect its assets and reputation.
No one disagrees onboarding is necessary for the long-term health of a company. Few human resources pros have an organized plan for when employees leave.
Offboarding refers to removing the identity and access of an employee who has left the organization. It can also be the restriction of certain rights to use when employees change roles within an organization.
In a recent study by talent management company SilkRoad, half of employers do not have an employee transition process for when they leave a company (or are promoted within the company).
When an employee reaches the end of the job cycle—for a number of reasons—not having a process can leave an organization unprotected to liability, security gaps and unforeseen costs.
One case is the University of Wisconsin. In an audit of health insurance premiums paid from 2011 to 2012, the school found paid for half of their employees who are no longer employed there.
These overpayments amounted to $15.4 million.
Keeping track of former employees while they leave the company can prevent potential security concerns. Offboarding can secure password access codes and other proprietary information.
Four fundamentals in an effective offboarding procedure:
Continue reading “Security and Savings by Offboarding Employees”
Not every employee is a superstar, but everyone can provide exceptional performance.
Five brilliant ways to get great things from even the most mediocre employee.
Excellent employees are no guarantee a company will be great. Even with several star players, a sports team can still lose.
Not everyone is a superstar! However, the secret to success is not filling a company with exceptional workers, but getting the best out of the ones you have.
This can be accomplished no matter what skill level they possess.
Promote a feeling that every employee—even average ones—can succeed beyond their potential, your organization will achieve greatness.
Five brilliant ways to get extraordinary things out of average workers:
Continue reading “How to Get Exceptional Things from Average Employees”
Of course, you need to hire the right employees, with the right qualifications, but you also have to hire for the long-term.
Why just hire a warm body, when you can hire for loyalty?
Research shows that nearly one-third of employees is thinking of changing jobs in the next year. When you factor in Millennials and Generation-Y—employees born after the late 1980s—the numbers get significantly higher.
As the global economy (slowly) improves, optimism about the future gives more workers a reason to consider jumping ship.
How do companies fight this feeling of unease in the workforce? The best way to combat rising turnover rates is by focusing recruitment efforts to hire candidates with the most valuable asset—loyalty.
A process should be developed (from the ground up, if necessary) to hire for long-term loyalty as a primary goal.
Five key recruiting tips to hire for loyalty, not just a warm body:
Continue reading “Five Tips to Hire for Loyalty, Not Just a Warm Body”
Are brilliant managers born, or are they made? With these four steps, your company can produce great managers!
Like a good employee, highly effective managers can theoretically arise from anywhere, even from the most unlikely places. All they need is the spirit and enthusiasm to respond to the challenge.
Of course, a helping hand from the company would not hurt.
In most companies, new managers have to fend for themselves. Often, senior management wants immediate results and expects new managers to understand the nitty-gritty of the workplace on their own. They hit the learning curve running, rarely given direction to be useful right off the bat.
Companies can certainly produce exceptional managers, simply by following these four steps: Continue reading “Four Steps to Create Great Managers!”
The new employee orientation process is commonly known as “onboarding.”
Your business should make every effort during onboarding to make new hires feel welcomed prepared for a productive future with the company.
There are four concepts to understand what makes onboarding a success—for both the new worker and the company:
First off, beginning the onboarding process should be to familiarize new hires with the corporate family. Getting to know the people in the office could help prevent embarrassing situations—such as the new employee who asks a stranger to help with the copier, only to discover later that the stranger was the CEO.
Think back to your first day on a new job. Remember the feelings of enthusiasm and anticipation?
Starting a new job is always an exhilarating experience; it is often the time when energy, excitement and expectations are at their peak. Those crucial first days are also an excellent time to give the new employee the right start, putting them on the path to flourish within the organization.
Hospitality, more than almost any other industry, is geared to providing extraordinary experiences to the end-user. These businesses survive (or not) through customer service, and often it rests on a great first impression.
If first impressions are so vital to the customer, wouldn’t it be the same for new employees? Continue reading “Culture Starts with Onboarding”
Posted by Jessica Miller-Merrell on Glassdoor.com:
The human resources department is not income generating. We measure our value and effectiveness not in sales numbers, but the people we hire, train, develop and lead. How the value of HR is measured at your organization is dependent upon a number of different factors. It depends on your senior leaders and what they want from their HR team, your company’s focus and mission, and the industry you serve.
Continue reading “8 Metrics Every HR Manager Needs To Know”