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Atricle Dump - Covering the Bases with New Hires
No job lasts forever and for some, the sour taste and deflated feeling of getting fired may occur once or even more than once in a lifetime. This event may or may not have been of his or her doing. Dealing with a job termination doesn't have to be your fault; you may have exhibited a personality clash with your supervisor, manager, or head employer. A merger or downsizing might have been the cause of your job loss. Perhaps, you never found a niche within the business and weren't performing to company standards. Sometimes, you simply made a mistake that was large enough to cause the termination of your job. Whatever the act or circumstances, there are plenty of things to consider once you lose your job.Dealing With the Loss of Your JobThe way you have conducted your affairs prior to your job termination
Covering the legal bases
The legal requirements for handling employees are incredibly complex and the penalties are severe for noncompliance.
To reduce your risks:
- Use a payroll service – a good payroll service and help you stay in compliance with the payroll tax requirements and make sure those withholdings and payroll tax returns are filed on time.
- Have worker's comp insurance – it’s required by law. If an employee is
Let's start off with the most common mistake applicants make on job interviews.According to 36% of recruiters who completed a survey by Korn/Ferry International, one of the largest recruiting companies in the world, the most common mistake is: Talking too much.The second most common mistake in the poll was lack of knowledge about the company or position (22%).The lesson: make your point, then leave it at that and wait for the interviewer to speak.In an informal survey of hiring managers about mistakes people make during an interview, lack of eye contact turned out to be one of the biggest ones. It seems like a simple thing, but many people just seem to forget it or don't pay attention to it.To the interviewer, lack of eye contact can signal a number of negative things: You are not
Employees are supposed to help you get more accomplished, not drain your energy. In fact, employee innovations (inventions and process improvements) are the source of competitive advantage and profitability – your success depends on leveraging them.
How you handle new hires sets the stage for employees to become high performers and contribute to the success of your business.
The first step is to select the right person for the job. It’s almost always better to “hire for attitude” and “train for skills.” You can’t fix a bad attitude, but you can fix a skill deficiency. You want to hire the person with the good attitude.
Don't hire in haste. It's much better to spend time on the front end and hire carefully, than have to spend time and money dealing with an employee who wasn't a good fit. Termination and/or turnover are draining for all involved.
Interviewing DOs
- Communicate clearly what is expected in the job.
- Strive to have the candidate talk 80% of the time.
- Ask open-ended questions.
For example: What was your most/least successful assignment? What kind of obstacles did you encounter and how did you overcome them? Can you give me an example?
- Listen carefully. Is there a 'Good Fit'? Is there a match between the company's job expectations and work environment, and the candidate's interests and abilities?
Interviewing DON’Ts
- Don't ask questions about age, gender, family status, race, religion, ancestry or health.
The next step is to make an offer of employment.
The offer of employment should be in writing, specifying the job title, responsibilities and compensation (in hourly or monthly terms). The offer should specify any other requirements (such as background or reference check, physical exam). It should also specify whether you require the employee to sign other documents such as: a confidentiality, non-compete, non-solicitation, invention assignment agreements. The offer letter should state that employment is “at will” and include a date by which the offer must be accepted.
Bringing the new hire into the workplace.
On the new employee’s first day, provide an orientation that includes completing the employment paperwork, setting workplace expectations and outlining job duties.
Covering the legal bases
The legal requirements for handling employees are incredibly complex and the penalties are severe for noncompliance.
To reduce your risks:
- Use a payroll service – a good payroll service and help you stay in compliance with the payroll tax requirements and make sure those withholdings and payroll tax returns are filed on time.
- Have worker's comp insurance – it’s required by law. If an employee is
There are some business models that are more accessible than others, to individuals who have little or no collateral, little or no cash, little or no entrepreneurial experience, little or no training, and little or no choice but to pursue an entrepreneurial dream without the benefit of resources which would ordinarily be nice to have. The purpose of this article is to briefly review some of the alternatives.First, there are product oriented businesses versus service oriented businesses. In the case of the former, questions arise as to the source(s) of supply, how the inventory is to be managed, whether the product is perishable, and how the product is delivered into the hands of the customer. The business may need a substantial physical infrastructure. In the instance of a product like new cars, you need
The first step is to select the right person for the job. It’s almost always better to “hire for attitude” and “train for skills.” You can’t fix a bad attitude, but you can fix a skill deficiency. You want to hire the person with the good attitude.
Don't hire in haste. It's much better to spend time on the front end and hire carefully, than have to spend time and money dealing with an employee who wasn't a good fit. Termination and/or turnover are draining for all involved.
Interviewing DOs
- Communicate clearly what is expected in the job.
- Strive to have the candidate talk 80% of the time.
- Ask open-ended questions.
For example: What was your most/least successful assignment? What kind of obstacles did you encounter and how did you overcome them? Can you give me an example?
- Listen carefully. Is there a 'Good Fit'? Is there a match between the company's job expectations and work environment, and the candidate's interests and abilities?
Interviewing DON’Ts
- Don't ask questions about age, gender, family status, race, religion, ancestry or health.
The next step is to make an offer of employment.
The offer of employment should be in writing, specifying the job title, responsibilities and compensation (in hourly or monthly terms). The offer should specify any other requirements (such as background or reference check, physical exam). It should also specify whether you require the employee to sign other documents such as: a confidentiality, non-compete, non-solicitation, invention assignment agreements. The offer letter should state that employment is “at will” and include a date by which the offer must be accepted.
Bringing the new hire into the workplace.
On the new employee’s first day, provide an orientation that includes completing the employment paperwork, setting workplace expectations and outlining job duties.
Covering the legal bases
The legal requirements for handling employees are incredibly complex and the penalties are severe for noncompliance.
To reduce your risks:
- Use a payroll service – a good payroll service and help you stay in compliance with the payroll tax requirements and make sure those withholdings and payroll tax returns are filed on time.
- Have worker's comp insurance – it’s required by law. If an employee is
At last you have been called to interview for the job you really want.Do you think this could this be you?Confidently sitting through your interview and being absolutely sure that you can answer any question the interviewer might throw at you. No nerves, no butterflies and no worry about unforeseen questions coming up; you know the top interview answers to tricky interview questions.Most of us would love to be that relaxed, but the truth of the matter is that most of us get very nervous when it comes to interview.What causes the nervousness is lack of knowledge and information, especially about the top interview answers. If we knew more about the main types of interview that might come up or how to discover the interviewer's hidden needs we would be well on the way and bette
- Strive to have the candidate talk 80% of the time.
- Ask open-ended questions.
For example: What was your most/least successful assignment? What kind of obstacles did you encounter and how did you overcome them? Can you give me an example?
- Listen carefully. Is there a 'Good Fit'? Is there a match between the company's job expectations and work environment, and the candidate's interests and abilities?
Interviewing DON’Ts
- Don't ask questions about age, gender, family status, race, religion, ancestry or health.
The next step is to make an offer of employment.
The offer of employment should be in writing, specifying the job title, responsibilities and compensation (in hourly or monthly terms). The offer should specify any other requirements (such as background or reference check, physical exam). It should also specify whether you require the employee to sign other documents such as: a confidentiality, non-compete, non-solicitation, invention assignment agreements. The offer letter should state that employment is “at will” and include a date by which the offer must be accepted.
Bringing the new hire into the workplace.
On the new employee’s first day, provide an orientation that includes completing the employment paperwork, setting workplace expectations and outlining job duties.
Covering the legal bases
The legal requirements for handling employees are incredibly complex and the penalties are severe for noncompliance.
To reduce your risks:
- Use a payroll service – a good payroll service and help you stay in compliance with the payroll tax requirements and make sure those withholdings and payroll tax returns are filed on time.
- Have worker's comp insurance – it’s required by law. If an employee is
After you’ve completed the inventory of existing files, the next step is to establish user-friendly retention guidelines. Often, offices are glutted with paper and computer files because people using them aren’t given guidelines about what to keep and what to eliminate. Ironically, some organizations do have such guidelines, but they’re not communicated to the people who really need them, or not provided in a user-friendly form. One company I worked with had a guidebook that was nearly a hundred pages long, but poorly organized, and contained information most people didn’t need.As a general rule, retention guidelines are most useful when organized by department, but it’s helpful to know what other departments keep. For example, in one company I discovered three departments (on the same floor) keeping informat
The offer of employment should be in writing, specifying the job title, responsibilities and compensation (in hourly or monthly terms). The offer should specify any other requirements (such as background or reference check, physical exam). It should also specify whether you require the employee to sign other documents such as: a confidentiality, non-compete, non-solicitation, invention assignment agreements. The offer letter should state that employment is “at will” and include a date by which the offer must be accepted.
Bringing the new hire into the workplace.
On the new employee’s first day, provide an orientation that includes completing the employment paperwork, setting workplace expectations and outlining job duties.
Covering the legal bases
The legal requirements for handling employees are incredibly complex and the penalties are severe for noncompliance.
To reduce your risks:
- Use a payroll service – a good payroll service and help you stay in compliance with the payroll tax requirements and make sure those withholdings and payroll tax returns are filed on time.
- Have worker's comp insurance – it’s required by law. If an employee is
Vending machines in schools are a convenient alternative for students to get snacks, chocolate bars, and water all through the school day. Just like adults, children are required to drink six to eight glasses of water to maintain water balance. Vending machines in school premises are very helpful for students as they provide a wide choice of snacks and healthier drinks. They are also helpful when the main counter service is crowded. Vending machines in schools offering drinks, fresh juices, water, and flavored milk can also improve the bank balance of the school, if properly managed.Vending machines in schools selling yoghurts, muffins, scones, and sandwiches offer a quick lunch for students who wish to have something hot. They also ease the pressure on the school dining hall.Most schools prefer to kee
Covering the legal bases
The legal requirements for handling employees are incredibly complex and the penalties are severe for noncompliance.
To reduce your risks:
- Use a payroll service – a good payroll service and help you stay in compliance with the payroll tax requirements and make sure those withholdings and payroll tax returns are filed on time.
- Have worker's comp insurance – it’s required by law. If an employee is injured on the job, it’s their sole remedy. If you don’t have worker’s comp your liability is open ended.
- Set up an organized file for each employee.
The file should include: Employment Application Offer Letter Reference Check Confidentiality/Non-complete/Non-Solicitation/Assignment of Rights Agreements Orientation checklist Employee Handbook (acknowledgement of receipt) Sexual Harassment Policy Employment eligibility (Form I-9 and copy of documentation) Federal and State tax withholding forms Job Description Benefit information (medial information should be filed in a separate confidential file)
Eventually, the file should also include Performance Reviews and any other relevant documents related to the employee such as promotions, transfer, discipline, resignation or termination.
The paperwork is only the beginning of successfully bringing a new employee on-board. The informal dynamics of the work place are extremely important -- you’ll want to make sure the new person quickly grasps what’s appropriate and not appropriate in your workplace.
Workplace expectations
It’s important to explain the “unwritten rules” or “norms” of your business. Don’t assume that anything is “obvious.” If it’s important that employees arrive “on time” and “dressed appropriately” specify what that means.
Training, both formal and informal, helps the new hire become productive quickly. Don’t just send the person to their work station. Assign a mentor, someone who will show the new person around, introduce the person around and take him or her to lunch.
Many companies rely on informal “on the job” training. This doesn’t just happen, it has to be planned and scheduled.
Performance Feedback The sooner you give a new hire feedback on their performance, the better. Constructive feedback is critical. Is the person catching on quickly? Are there any problems?
What if the new hire isn’t working out?
Many times, it’s apparent quickly that the employee is having problems. It’s better to deal with the situation sooner rather than later.
If the problem is a skill deficiency, figure out what training is needed. For example, if the person needs to improve their writing skills, encourage the person to take a class. If the deficiencies are severe, you have to deal the situation promptly. Allowing unproductive or disruptive employee behavior will
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Career Satisfaction - What Does It Mean To You? What Do You Need To Be Happy At Work?
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