The human element is surprisingly not the first priority for businesses to take into consideration when they decide to outsource. It is the element, however, that is critical to create relationships and interpersonal communications to facilitate the productive capabilities of a workforce that has specific needs.

It is not commonly recognized that employees who feel they are well qualified to perform the tasks or duties they were hired for are more content with their jobs and as a consequence consistently provide increased productivity.

Employees who were expertly placed in the positions they were hired for are more likely to feel happier with their work and will strive to help make their company money.

Surveys indicate that an employee’s attitude impacts a business’s bottom line and the workers who feel empowered and competent stay more motivated and committed to their job.

Adequately placing and developing solid relationships with employees takes skilled recruitment services. An HR outsourcing management team that is highly organized and experienced ensures not only company’s growth but also raises employee satisfaction and productivity.

Businesses not only need to cultivate the relationships with the employees they have in- house, but also must have the capacity to attract and keep the qualified talent they outsource.

Global Human Resources Outsourcing can help companies with their administrative services organization by expertly recruiting and placing talent while guaranteeing a more personalized process that will meet its business objectives and the needs of its employees.

GHRO’s professional employment organization has a Talent Acquisition Team with over 50 years of combined HR outsourcing experience and hires over 400 employees a year.

GHRO will work with your company to provide:
•    Benefits Outsourcing
•    Employee benefits
•    Employee/Labor Relations
•    Employee Leasing
•    Government Compliance
•    HR Audits
•    HR Consulting
•    HR Management
•    Payroll Services
•    Recruitment Services
•    Safety and Worker’s Compensation

The human element is always important to take into consideration. When deciding on HR outsourcing it is always wise for companies to use an organization that will expertly take care of the employees who are vital to their productivity and profit.

Employee Relations can be a tricky business, particularly in California. We’ve got over 50 years of experience dealing with “difficult” cases, and can handle even the most sensitive challenges, including responding to Equal Employment Opportunity Commission (EEOC) and Department of Fair Employment Housing (DFEH) claims, as well as:

• Representation at Unemployment Insurance hearings
• Claims Management
• Affirmative Action Plans
• Corrective Action Assistance
• Sexual Harassment investigation and training
• Dispute Resolution policies and procedures
• Separation and Arbitration agreements
• Union Negotiations and Contract Administration
• Union Avoidance

Got court? Our litigation management experts employ the country’s most respected legal firms. Together we can resolve your employment issues quickly and at the lowest possible cost, whether in the courtroom or through local arbitration.

Dealing with a union? We’ve got the experience to help. We’ve successfully negotiated agreements with the Operating Engineers, California Federation of Teachers and Unite Now, to name a few.

This is the last in a seven part series which examines how human resources

can improve business owner wealth accumulation and shareholder value. In

the previous articles I asked the question:

To read the rest of this article click here: why-human-resources-anyway-part-7

This is the second in a seven part series which examines how human

resources can improve Business Owner Wealth Accumulation and

Shareholder value. In the last article I asked the question:

To read the rest of this article click here: why-human-resources-anyway-part-2

Our notoriously litigious society has made it a continuous challenge for employers to defend themselves from “sue-happy” employees. It has become far too easy for employees to sue their employers and as a result many employers are increasingly apprehensive about taking the necessary steps to address disciplinary actions.

HR managers are typically the “progressive discipline gurus” of a company, but let’s not overlook one major detail. Line managers need to be just as proficient in progressive discipline procedures since they are the key discipline agents. In essence, line managers should be viewed as an extension of HR management when dealing with disciplinary actions. There are a few fundamental elements of workplace due process that can improve the employer confidence in taking the appropriate disciplinary actions when needed.

First, in an appropriate, safe atmosphere the employee needs to be informed of what the problem is and what efforts can be taken to rectify the situation. Second, the employee needs to be given the opportunity to fix the problem within a reasonable time line. Lastly, the employee needs to be aware of the consequences if he or she does not show noticeable improvement. These disciplinary actions appear to be reasonable and logical, however, this is far easier said than done, which is why we have progressive discipline procedures.

The strategies of progressive discipline, shifts the sole responsibility for improvement away from the company and toward its employees (where it rightfully belongs). The way to do this is by meeting the employee half way to show equitable accountability for improvement.

How can employers meet employees half way? Well, for starters, there must be a progressive discipline policy in place that provides a clear systematic uniform approach to informing an employee of his or her unsatisfactory performance and/or conduct.

Progressive discipline counters the notion of at-will employment. The concept that employees may quit their jobs at anytime and employers may fire employees at anytime for any reason is a mere delusion of at-will employment even during the so-called “probationary” period. In my humble opinion, having a probationary period is a moot point since employers must still show cause for the termination if they are being sued during that time period.

Well-documented written warnings showing the employer’s intent of meeting the employee half way is the responsible way an employer can demonstrate their use of greater due process. Integrating a progressive discipline system will improve the confidence and skills of line managers to properly address situations that require disciplinary actions.

Ronnie Perez
HR Consultant
RPerez@ghrogroup.com

http://www.linkedin.com/in/ronnieperez

In keeping with the fighting spirit which seems to dominate Washington D.C. these days I would like to provide you with the latest on what I would call the Federal Government’s 1 – 2 punch.  Whether these punches will be jabs, hooks, or knock outs will all depend upon the final bills signed by the President this fall.  It will of course also vary depending upon your business, however, one thing is certain, they will cost you more.

The three areas I would like to discuss are Nationalized Healthcare, the Employee Free Choice Act and Worker’s Compensation rates and changes.  To read the rest of this article please click here gov-1-2-punch

Hi,

I wanted to take a moment to sincerely thank you for all your assistance during this hiring process with Job Corps, You have a natural ability to make people feel at ease while talking with you and that makes for a more confident candidate! Normally in my current position I am the one interviewing people for positions so this was a change for me to be on the other end and you deserve a lot of credit for helping me get the position.

So thanks again for a job very well done! I look forward to staying in touch with you via e-mail to let you know how things progress.

Thanks again!

Jason Ayer

In part 1 of this 4 part series we explored the first step of the selection interviewing framework listed below. In part 2 we discussed the preparation of interview questions. In part 3 we explored the correct way to conduct the interview itself. Part 3 addressed the third stage of the framework, name gathering evidence. Finally part 4 will put the entire process together. As always we will refer to the selection interviewing framework shown below. To read the rest of the article, click here the-employment-interview-part-4 

In part 1 of this 4 part series we explored the first step of the selection interviewing framework listed below. In part 2 we discussed the preparation of interview questions. In part 3 we will explore the correct way to conduct the interview itself. As always we will refer to the selection interviewing framework shown below. Part 3 addresses the third stage of the framework, name gathering evidence. To read the rest of the article, click here the-employment-interview-part-3

In part one of this 3 part series we discussed the notion of developing a salary policy and ensuring that your organization has a solid approach to internal equity.  Part 2 focused on the concept of external equity.  In Part 3 will look at the concept of employee equity.

Employee equity conceptual looks at the relationship between multiple employees and their pay levels.  The idea that employees need to be paid “fairly” is more important today given the passage of the Lilly Ledbetter Fair Pay Act.  It seems clear that this administration will be more active in examining an employers pay practices.  Given that let’s look the most common way employees are paid:

To enjoy reading the rest of this article please click here compensation-plan-part-3