It’s Valentine’s Day and love is in the air.  If you’re in the office today, you’re likely to see coworkers receiving heart-shaped boxes of chocolates and lavish bouquets of lilies from their loved ones.  But what if such a display of affection occurs between coworkers?

Workplace relationships can pose a wealth of potential problems, from discrimination to sexual harassment.  These issues can be especially complicated for businesses that don’t clearly address workplace relationships in their employee handbooks.  If it’s too late to set policy amidst burgeoning love, supervisors and HR representatives will have to rely on their common sense to handle workplace relationships.  To make that process easier, remember to PREP by being:

Professional: When talking to employees, keep comments business related by addressing productivity, performance, and professional conduct.  Don’t discuss anything personal, and remember that any personal information confided in you should be kept strictly confidential.

Reasonable: Be reasonable about the demands placed on your employees.  They spend a lot of time together, which can naturally foster closeness.  Without a written policy to address workplace relationships, your response can only extend so far.  You can’t ask employees not to date, and even if you could, more problems could be created by enforcing unrealistic rules.

Equitable: As a matter of good HR practice, it’s important to treat all employees (and all workplace relationships) the same.  This applies even if the relationship involves an extramarital affair.

Proactive: After a relationship problem arises, it’s too late to implement a formal company policy, so don’t attempt enforcement beyond what federal, state, or local laws require.  Instead, talk with management about establishing a written policy to address workplace relationships.  A clear policy will be the best way to manage future workplace relationship issues.

With or without a formal policy, when a workplace relationship ends, things could get messy for both the former couple and the HR Department.  What was once welcome personal attention could now be considered unwelcome sexual harassment.  During the relationship, it may have been common for one partner to frequent the other’s desk to chat, but that chat may now make the other partner uncomfortable.  If left unaddressed, this unwanted conduct could easily snowball into a sexual harassment issue.

That’s why it’s best to catch these issues early.  As an HR representative, start by sitting down separately with each employee to clarify what professional behavior means to them and to your business.  Outlining professional standards may be enough to stop the unwanted conduct, but if the behavior continues, these conversations are a good starting point for potential disciplinary action.  Remember, everything should be documented, from the complaint to the sit-down conversations, to create a solid base for future action.  It’s important to take these issues seriously as professional matters and not just private conflicts.

Times are looking up for the once-struggling American auto industry, which means good news—and shared profits—for industry employees.

Last month, Ford Motor Co. paid $5,000 in profit sharing to each of its hourly workers, which was more than its contract with the labor union required.  And though Chrysler Group LLC did not make any money last year, the company still paid $750 to each of its hourly workers to thank them for standing by during recovery efforts.  Following suit, General Motors Co. is poised to pay each of its 45,000 hourly workers at least $3,000 in profit sharing.  This will mark GM’s largest ever payout, crushing 1999’s previous record of $1,775.

GM’s move comes as 2010 saw the company solidly back in the black for the first time since 2004, and just one year after a highly publicized $50 billion government bailout.  In those darker days, GM was forced to restructure by closing domestic factories and slicing more than 20,000 jobs, including much of its white-collar workforce.  Moving into the future, GM executives have expressed interest in compensating hourly workers according to their performance, much like the way salaried workers are compensated.  It should also be noted that salaried workers will not be receiving across-the-board raises.

This week’s record-breaking winter weather has walloped over 30 states and affected one in three Americans.  In weather this severe, emergency officials advised people not to travel unless absolutely necessary, lest they get stuck in blinding conditions or massive snow drifts.  To many, the thought of curling up under a blanket beats going out in a blizzard any day.  So the kids get to stay home on snow days, but when do their parents get to stay home from work?

The truth is, employment law doesn’t dictate when a business must close for weather—closing a business is solely the employer’s judgment call.  Many businesses may choose to stay open in severe weather, depending on demand for their goods and services.  This is especially true of grocery stores, gas stations, hotels, and public-service industries like police and fire departments, hospitals, and snow plow operations.  It makes business sense to stay operational if there is legitimate work to be done, even in a blizzard.  Plus, businesses in areas that are used to winter snow will be less inclined to close due to weather, thanks to efficient snow removal.

But what happens to employees when businesses make the call to close?  From a human resources standpoint, businesses that close for weather are not required to pay hourly or non-exempt workers.  Like any other workday, these employees must be compensated only for the hours actually worked.  Exempt employees are another matter.  Businesses that close for a few days due to weather must pay their exempt employees who were ready and able to report to work.  On the flip side, businesses do not have to pay exempt employees who were unavailable to report to work, for example, due to the weather, transportation, or child care issues.  An exception occurs when businesses close for an entire payroll week because of weather, flood, or power outage.  Under these circumstances, exempt employees who perform no work for the week—not even checking e-mail from home—are not required to be paid.

Your business’ productivity could suffer because employees are chaining themselves to their desks.  But why are employees spending so many days at work and shunning the personal leave they once relished?  New studies show employees are afraid to—or genuinely unable to—step away from their desks.  Even a nasty head cold or the beckoning of a Caribbean vacation won’t unlock those chains.

As for the head cold, a recent CareerBuilder survey found 72 percent of workers report for work when they’re legitimately sick.  Most respondents (55 percent) do this because they feel guilty about missing work.  While this seemingly demonstrates amazing loyalty, how loyal is it to show up to spread germs to healthy coworkers?  Furthermore, does an office full of runny-nosed people slumped at their desks promote productivity?

And then there’s that Caribbean vacation.  A Right Management poll found 46 percent of workers didn’t use all their vacation time in 2010.  Workers either couldn’t get away from their desks or felt like they couldn’t get away to enjoy their annual vacations.

Whatever the case, employees are spending more days at their desks.  With so many businesses short staffed, with more duties falling to fewer employees, taking personal time is a legitimate concern for many workers.  Employees also worry that if they miss work, even for a day or two, their employers will realize either the worker or the position isn’t vital.  Employees are afraid to step away because their jobs may not be there when they come back.

If your employees aren’t taking the personal time they need, they’re at risk for employee burnout.  Workers who don’t feel like they can get a break from work, either to get healthy or to have fun, are more likely to suffer persistently high stress levels.  In turn, high stress levels can lead to employee turnover, which can quickly have your business flipping through job applications.  So what to do with employees who won’t unlock that desk chain?

Hand them the keys.  Now, more than ever, it’s important to tell employees it’s OK to miss work—and it needs to genuinely be OK.  Remind employees that their jobs will be waiting when they come back, and then train coworkers to fill in for sick or vacationing employees.  At the end of the day, employees able to take time off work will be healthier and happier, and will respond with increased loyalty and productivity.

New research from the Economic Policy Institute shows public sector employees may be getting a bad rap.

According to this research, contrary to popular belief, public sector employees are not paid better than private sector employees.  Government workers actually earn an annual average of $6,061 less than their private sector counterparts.  Even including the government’s oft-touted benefits packages, public workers still make $2,001 less per year.  The study also made a point of controlling factors such as education and number of hours worked, since public sector employees tend to be more highly educated and work fewer hours.

These findings may come as a surprise to the half of Americans who, according to a Washington Post poll, think federal government employees are overpaid.  The poll also found a third of Americans think private sector employees are more skilled than government workers.  A whopping three-quarters of Americans believe federal employees receive higher pay and benefits than their private sector counterparts.

It’s clear old stereotypes are hard to break, but an interesting trend may be afoot.  The Washington Post poll noted adults over 65 harbored more negativity toward government workers, while adults under 30 were far more likely to believe government employees were fairly compensated—or better yet, not compensated enough.

ObamaCare continues to make waves in its latest string of legislative challenges.  The latest challenge to the health law, a Lynchburg, Virginia case brought by Liberty University and five individuals, alleged Congress could not force Americans to purchase health insurance.  Judge Norman Moon dismissed the case, finding that the “challenged provisions are well within Congress’ authority under the Commerce Clause” of the Constitution. The plaintiffs in the matter plan to appeal.

The Virginia ruling proves one thing: The lower courts’ decisions show no consensus about the constitutionality of the health law.  In October, a Michigan federal judge dismissed a Christian law center’s argument and upheld ObamaCare’s constitutionality.  A pair of Florida lawsuits, one filed by 20 U.S. states and one filed by a Virginia attorney, could fare better.  In October, a Pensacola judge found that the government’s expansion of power was without precedent—a decision that allowed the states’ challenge to go forward. The judge is scheduled to hear further argument on the matter later today.

So what’s next for ObamaCare—a final decision from the U.S. Supreme Court?  That might be what it takes to finally lay this controversial issue to rest. Then, individuals and small businesses can make concrete preparations for the myriad changes ahead.

With Thanksgiving fast approaching—the busiest travel time of the year—employers from Los Angeles to Louisville will be juggling the same problem: employee time-off requests.  With so many employees asking for time off, and some of them pleading at the last minute, it’s easy for businesses to find themselves short staffed during the holidays.  Although the holidays are synonymous with vacation time, efficiently managing time-off requests can present a problem at any time of year.

The key to effective scheduling is establishing a clear policy for time-off requests.  The employee handbook should outline the procedure to request time off, including how employees can request time off, how much advance notice is required, how many employees can be off at one time, and how time-off requests are processed, whether by seniority or by order of request.

Formal written requests are recommended to properly document employee time off, such as through an e-mail or a standardized form.  Once a request is approved, the employee’s manager should calendar the time off in a place where all affected management staff can see it and arrange for adequate department staffing.  Communication is always critical to successful scheduling, both among management staff and between managers and employees.  Before the holiday rush, employees should be made aware of scheduling deadlines and staffing expectations, such as how many people need to work the day after Thanksgiving.

While it’s important to maintain clear time-off procedures, sometimes flexibility trumps policy, especially since last-minute requests are known to crop up around the holidays.  Employers on the brink of scheduling chaos should be fair and let employees know the decision regarding their time-off requests and why that decision was made.  Flexibility can go a long way toward employees feeling positive about the decision and feeling like they were treated fairly, even if the outcome wasn’t in their favor.  The more employees feel valued, the more they may be willing to schedule time off in advance or to be flexible if someone else suddenly needs time off.

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