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

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