Print Page   |   Contact Us   |   Sign In   |   Register
HR Blog
Blog Home All Blogs

6 Best Practices in Business Management

Posted By Administration, Tuesday, March 10, 2020

6 Best Practices in Business Management

By Lynn Dao





Effective business management is a combination of art and science. The scientific element is the result of the experience and research about what works best to motivate direct reports. The art of management involves understanding individuals, including yourself, so you can successfully apply best business practices within the context of your company’s culture to help your team achieve its goals.


Fortunately, there are a few easy-to-understand steps you can take to help foster a first-class working environment. Here are six of the best.

1. Communicate Clearly

Establishing clear expectations and then define individual responsibilities. This is an essential element of effective management. People can’t deliver on goals they don’t understand. But communication is a two-way street. A good communicator, like a good manager, is also a good listener. You need to understand the strengths and weaknesses of the people on your team so you can assign the right task to the right person. You also need to know if you’ve succeeded in communicating your goals. You can’t do this without feedback, empathy, and patient listening.

2. Lead by Example

You can’t expect your staff to work hard if you don’t. And it’s up to you to foster the atmosphere of respect and mutual understanding that is a keystone of a solid, productive team. Here, as elsewhere, nonverbal behavior counts for a lot. What’s your demeanor and attitude as you go through your day? As with work ethic, your team will notice and follow suit.

3. Maximize the Physical Environment

Don't underestimate the value of the layout for desks and workstations. Trends come and go: modular, cluster, and open-plan are just a few of the classic options. And much depends on the necessary work and information flow. But no matter what your office layout, goodwill and productivity will be improved by having plants growing in your workspace. Plants add color and texture to the work environment. Better yet, they're living air fresheners that can remove toxins while pumping oxygen into the closed work environment. One great option for interior decor is the Auntie Lou cordyline. This has beautiful burgundy foliage, grows from 3-6 feet, and flourishes in partial sunlight.

4. Say ‘Thank You’

It doesn’t take long, nor does it cost a thing, to walk across a room and acknowledge a job well done. The benefits of simple old-fashioned praise go a long way. You work harder when you notice your efforts are noticed and appreciated. So will the people around you. For tasks that deserve rewards beyond the words “thank you” or “good job,” the same principle applies. People respond to personal touches. Some people appreciate being taken out to lunch, others more autonomy, or some extra time off. The key to getting it right is knowing your staff and listening.

5. Be a Good Coach

When staff members come to you with problems, focus on the process. Ask the employee to outline the problem, the impact it is having and the remedies that have so far been tried. Consider the next steps together and have the employee come back to discuss how well these have worked. This turns the focus from the problem to the solution.

6. Delegate

As a manager, you only have so much time to address the tasks at hand. You might like to do everything yourself and demonstrate your own work ethic, but the time you spend teaching others to assume some of your tasks can reap significant rewards. It will build staffers’ confidence and skills. It also engages them in workplace goals and culture and encourages innovation and commitment.


When trying to become a better manager, remember that while the human needs for praise, respect, and autonomy are universal, each person has individual needs and desires. The specific motivation that might work best for you might not work best for others. But conscious management can help you map out effective steps for everyone.


Lynn Dao is an entrepreneur who started her own tech firm at the age of 35 and has since expanded into six more markets. She credits her success to offering flexible work schedules and keeping her employees well-fed.


Tags:  Best Practices  Business Management  Lyn Dao 

Share |
PermalinkComments (0)

Demand But No Supply?

Posted By Administration, Wednesday, February 19, 2020

Demand But No Supply?

3 ways to get more young people into manufacturing

by: Lori McKnight, VP of Recognition (CSI Stars)

Many HR professionals in the manufacturing sector are struggling to find skilled young people to meet their growing demands to remain competitive. 

This is reaching a boiling point in today’s tight labor market. Manufacturers are competing with “sexier” industries for young talent in an underdog position because of an often poor industry brand association and…  

  • An older workforce – the average manufacturing employee is 56 years old and 80% of jobs are filled by workers aged 45-60

  • Outdated perceptions - Millennials and Gen Zers (along with their parents) don’t view manufacturing jobs as offering a desirable career path  

  • High turnover and absenteeism – manufacturing employees are 25% less engaged than the overall workforce

  • Command and Control Management - manufacturers often focus on “output” and “cost control” verses “innovation” and “employee engagement”. This management style is less appealing to young workers who have different workplace expectations from their parents

  • Instability – job stability is important to young people. Manufacturing is particularly impacted by the economy and trade volatility 

Despite these hurtles, here are a few creative initiatives your manufacturing company can consider to improve your ability to attract and retain young talent.


1. Take Your Parents to Work Day

     You read that right. Manufacturers such as Toyota  (Indiana plant ) are inviting parents into their facility
     to sell them on the employment benefits their children can expect joining this automotive company (skill
     development, benefits, robotics, etc.).

Why focus on parents rather than the candidates? Parents of Millennials and GenZers have considerable influence over their adult childrens  career and life decisions. The terms “Helicopter and SnowPlow Parenting” were coined by Baby Boomers. Companies are starting to realize if they can win over parents, it will be easier to entice their talented offspring.  


2. Show, Tell and Sell

    According to a 2018 Leading to Learn Study, only:

  • 3 in 10 parents would consider guiding their children into manufacturing

  • 49% of Millennials think manufacturing offers a fulfilling career path

  • 32% of parents think manufacturing is a safe and clean environment to work 

You can see the problem. 

Develop a compelling story about your company that will resonate with young people. Promote the innovative technology and caliber of employees you have. Think like Silicon Valley and sell employees on the cool things your company is doing to help customers, the community or the climate. Good PR in the right locations (i.e. campus newsletters are a good start) will help overcome the stigma of manufacturing being dull, dirty work.


3. Invest in your People

     According to Kronos Research 54% of manufacturing workers cite lack of motivation and not feeling
     valued as a daily challenge. There are a few things HR can do to show leaders “what’s in it for me” by
     embracing what today’s multigenerational workforce needs to perform.

  • Educate. Talk about generational differences. Provide examples of what successful manufacturers are doing. Invest in coaching and manager skills training 

  • Make time for social events and require managers to be there. Foster more cohesiveness within your teams. It’s hard to trust people you don’t know

  • Encourage feedback. Hold townhalls with senior management so employees feel they have a voice and their suggestions are welcome

  • Leverage recognition technology. Enable managers with tools that make it easy for them to recognize great performers, connect with employees, promote achievement of goals and the everyday things employees are doing to make the company successful. 

Recognizing your employees doesn’t have to cost a lot. 70% of recognition should be non-monetary. High performing manufacturers invest about 8% of payroll in safety programs and between 0.5% - 3% towards recognition. Your mileage will vary - as they say. Recognition consultants (such as CSI STARS) can assess your current and desired state and share what manufacturing clients similar to your organization are doing and investing. 

For more context and ideas to attract young people into manufacturing, tune into our recent SHRM certified Manufacturing Webinar. Rob Fenwick, an experienced manufacturing consultant shares how companies he is working with are overcoming industry bias with progressive management practices.  

How are you overcoming your daily human capital challenges? Share your thoughts with me 

Related References 

This post has not been tagged.

Share |
PermalinkComments (0)

Laney Has a Passive Aggressive Co-Worker

Posted By Administration, Saturday, November 9, 2019


Laney Has a Passive Aggressive Co-Worker


Laney is a new employee at the Widget Company.  Her desk was located in the center of an open room, with no cubicles, surrounded by 12 co-workers.  In the right corner of her desk sat a large vase of sunflowers her husband had just given her for their anniversary.  They were situated right next to her computer monitor so she could see them all day.  When she returned from lunch one day, she was surprised to find her flowers were moved all the way to the left corner of her desk.  At first, she thought maybe she had put it there and forget.  Not thinking much about it, she moved the flowers back to their original location.  She preferred to have the flowers right next to her monitor since she faced that direction most of the day. When she returned from lunch the next day, her flowers were moved once again.  Now she knew it was not her being forgetful but still did nothing but move the flowers back.  The third time this happened, Laney was steaming mad, knowing full well this was no accident.  Who would do this and how could people be so mean? They didn’t know anything about her.  She may not know the reasons for this passive aggressive behavior, but it was clear that someone at her new job definitely did not want her there!  It became hard for Laney to concentrate as she stewed about the situation trying to figure out who it was.  She was ready to leave before she even received her first pay check.  She had no desire to work in such an unfriendly and hostile work environment. 


Although the details of workplace conflict might rear its head differently from office to office, the underlying themes are quite common - little communication and lots of passive aggressive behaviors.  What should Laney do in this situation?  Should she do nothing and continue to stew like many employees do in conflict situations? If Laney does nothing, she will most certainly become more frustrated and less productive. Should she accuse coworkers until she figures out who the culprit is? If Laney takes this approach, she will likely make quick enemies of her new coworkers.  Maybe she should

complain to Human Resources? This option could work for quelling the conflict but may not uncover the truth and could label her as a snitch.  Should she quit before it gets worse?  This is bad for the company and for Laney.  The company will have to spend additional time, money and resources to find and train a replacement.


Most everyone who has worked in an office has dealt with a challenging situation with a boss, supervisor or co-worker.  Although every organization has a distinct culture and way they handle conflict, there are many commonalities. 


The first thing Laney should do in this situation is to avoid jumping to conclusions.  Although she can not control the facts in this conflict, she can control how she responds.  Laney should focus on finding out who was moving the flowers and why.  Its important for her to ask co-workers if they know what’s going on without making them feel defensive.  She could ask open ended question that do not attack the co-worker that may be responsible. Questions like “Do you know why someone may be moving my flowers to the other side of my desk?”  It is best not to make assumptions or attack the person.  Give them an opportunity to explain their whole story in a non-defensive manner.  An open dialogue with the person responsible would have revealed the underlying issues behind why the flowers were moved.  With a little communication, Laney would have found out that there was a simple explanation.  Turns out that Viviane, the co-worker that sat just to the right of Laney had a flower allergy so she moved the flowers to opposite end of Laney’s desk.  Viviane is a very shy person and did not feel comfortable asking Laney to move the flowers


This type of conflict is very common in the workplace.  Often times, managers do not recognize these subtle conflicts and people involved are conflict averse to address the issue.  If left unaddressed, these seemingly trivial issues will grow and often infect an entire team of employees.  Eventually, these conflicts will create low employee morale, high turnover and sometimes even charges of harassment or a hostile work environment.  Workplace conflicts are often successfully resolved when employees are given constructive conflict resolution skills and a safe environment to practice these skills.  Although some workplace conflicts are complex and difficult to resolve, many have simple solutions if organizations create an open forum for employees to communicate effectively.



Written by Sheryle S. Woodruff, MS, Owner of Conflict Management Associates, Inc.  407-417-7791. Sheryle holds a Master's degree in Alternative Dispute Resolution.  She is a Florida Supreme Court Certified Mediator and has been a full time trainer, conflict coach, consultant and mediator since 1997.  She specializes in preventing and resolving workplace.



"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

This post has not been tagged.

Share |
PermalinkComments (0)

5 Things Great Managers Do

Posted By Administration, Sunday, June 30, 2019


5 Things Great Managers Do

Written by: Lori McKnight



I was recently a guest on Callie Zipple’s HonestHR SHRM podcast. Callie and I chatted about All Things Recognition.


Callie asked a question we often hear from HR professionals, “How can I make recognition more inclusive and equitable? What can I do when some managers recognize great work but others have a serious recognition blind spot?”.


Recognition may be the most affordable and powerful tool in a manager’s toolbox, but it only works when used. Great managers know the WIIFM (what’s in it for me) of consistently recognizing employees.  



Here are 5 coaching tips to help managers with a recognition blind spot see the light.



Coaching Tip #1: Have a WIIFM talk

The role of manager has dramatically changed. Great managers need to be more than taskmasters – they need to be coaches who recognize the unique needs of their increasingly Millennial team.


According to Gallup, 69% of employees state they would work harder if they were recognized more BUT only 30% of employees received recognition or praise for doing good work in the last seven days.



Emphasize the benefits to unit performance by consciously making an effort to recognize others more often. 


When compared to business units in the bottom quartile of engagement, those in the top quartile realize improvements in the following areas: 


Image result for Source: 2017 Gallup State of the American Workplace

Source: 2017 Gallup State of the American Workplace



Coaching Tip #2: Give simple, actionable ways to get started


Being a good manager is hard. It takes a concerted effort to find the time to manage people AND get your own work done. Here are a few tips managers can implement asap to make recognition a part of their daily routine:


·         recognize one person at the beginning of every weekly meeting

·         schedule a calendar reminder at the end of every day to email or post a thank you to one person

·         have one face-to-face chat with an employee every week to give and receive feedback



Coaching Tip #3: Show what recognition looks like

If your organization has a social recognition platform…


·         print off examples of kudos other managers are giving to show how people are being recognized for great work and accomplishments


·         look at the number of recognition events a manager in a top performing unit is giving, compared to the manager in question. Sometimes numbers speak louder than words



Coaching Tip #4: Add to your manager’s recognition toolbox

Make recognition easy. The more streamlined and simple your recognition initiatives are, the more they’ll be used. A social recognition platform is ideal as small expressions of recognition posted on the company dashboard can be multiplied by many as employees like, comment and share the creds.


If you don’t have a digital recognition website:

·         have small branded on-the-spot gifts, thank you and spot cards available to recognize great work easily and immediately


·         set performance goals and use creative rewards to recognize efforts. Things like having a manager clean an employee’s desk, order in pizza or sponsor a coffee break are fun, easy to execute initiatives that are inexpensive



Coaching Tip #5: Reward Efforts

Managers, like employees, want to be recognized by superiors.

·         award bonus points for meeting recognition targets

·         build recognition targets into performance and incentive plans


Bottom line, according to a recent Forbes article, is that organizations pay a high price for keeping managers, who don’t manage, in leadership roles.  


Remind others to recognize and appreciate by downloading and posting this 5 Things Great Managers Do wallchart.


5 things great managers do









"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."


This post has not been tagged.

Share |
PermalinkComments (0)

The Nursing Shortage - it’s more critical than you think

Posted By Administration, Saturday, April 13, 2019

The Nursing Shortage - it’s more critical than you think

Written by: Lori McKnight


Emergency alert: One-third of the country’s registered nurses are reaching retirement age in the next few years.


Nurses comprise over half of a hospital’s workforce, provide the majority of daily patient care and are the single biggest factor influencing how patients rate a hospital.


And nearly 700,000 of them are approaching retirement age by 2024.

This is raising the blood pressure of healthcare HR professionals responsible for attracting and retaining enough nurses to meet the demands of an aging patient population. With 55% of nurses over the age of 50, there’s lots to worry about.


Here are just a few stats keeping healthcare providers up at night:

  • US population growth rate for people aged 65+ is 42%+ compared to a 12% growth rate for people under 65 years of age
  • There are 7 caregivers per 1 patient today; by 2050 the ratio will be 3-1
  • 2/3 of seniors will need significant to moderate help with their day to day activities
  • The number of RNs is projected to grow by 16% over the next five years but school enrollment is only increasing by 3.6%  


So how are hospitals preparing to meet this uptick in demand for nurses amidst an insufficient supply?

Unlike other industries, hospitals can’t dig into deep pockets to attract and incentivize - so HR needs to get creative in how it cares for its patients AND people.



Here are 3 ways to get through the current and looming skills gap.


1.    Hold onto those Baby Boomers

o   Highlight benefits attractive to nurses close to retirement

o   Offer some control over their schedule and more flextime

o   Recognize their expertise and contributions publicly

o   Identify those with “deep smarts” and encourage job shadowing, mentoring and transfer knowledge. This gives a sense of pride and purpose that will aid in retention



2.    Recognize Generational Differences

Technology has created an era of personalization never before experienced. The one-size-fits all motto of standardized offerings doesn’t necessarily resonate when managing a multigenerational workforce. Here are some things to consider.


Gen Xers are looking for:

  • A competitive salary and benefits - 55% of GenXers say they are behind on their retirement savings.
  • Training -  roughly two in three Gen Xers say their employers don’t provide people, skills and technology training.
  • Respect - this generation feels overlooked and is the most under-engaged. Public recognition and respect for their experience will improve feeling  valued.


Millennials want to work for managers and peers who:


  • Care about what’s going on in their life. This work-life integration is critical to engaging and retaining.
  • Recognize their efforts - social media has created a HUGE need for recognition with this demographic. They are used to regular feedback on their activities and expect it. It fuels them.
  • Provide linear and non-linear career paths.


Gen Zers are more conservative than you might think. They value:

  • Job stability and a competitive salary plus loan repayment perks.
  • Being at the forefront of evolving technologies so offering skills training will attract and motivate this generation.
  • Technology – even more so than millennials, the next generation entering the workforce will demand tech tools to be more efficient and productive



3.    Refresh your Onboarding Programs

Onboarding is often overlooked in a fast-paced hospital environment.

  • Encourage supervisors/managers to check-in with new hires at the one week, 30 day, 90 day and 6 month mark to gauge how new hires are fitting in. Quick Pulse Checks can really help.
  • Foster social connections with regular team-building events and mobile communication tools so teams can stay connected on the go. There’s a 50% boost in engagement when employees have friends and feel supported at work.


Recognition can be done on a shoestring budget

There’s a perception that recognizing and rewarding employees is expensive. It doesn’t have to be. There are many value-added, low cost ways to revitalize and amplify recognition programs to include ALL employees.


For more ways to recognize and retain healthcare professionals on a limited budget check out this webcast for a SHRM credit and flip through this healthcare recognition ebook.


"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."




Share |
PermalinkComments (0)

How a Respectful Workplace Can Stop Discrimination Claims Before They Start

Posted By Administration, Sunday, March 24, 2019

Respect can take many forms in the workplace, and each employee defines it through their own cultural lens and work experiences. For some, respect means having empathy for others, regardless of whether they are your subordinates, coworkers, or superiors. For others, respect is a safe and open environment where employees support one another.

And, sadly, some feel respect is a matter of authority, reserved solely for people in positions of power.

A vast majority of workplace discrimination claims stem from people feeling disrespected. This is not always the stated reason, but when you explore the underlying issues that led to the conflict in the first place, the situation typically boils down to an employee feeling disrespected by a manager, coworker, corporate policy, or combination of those factors. Often, the employee who files a claim or requests mediation will ask for compensation or to have the offender(s) terminated or reassigned. Through the mediation process, however, it is often discovered the employee really wants to feel respected and appreciated at work.

Image result for respect

Prevent Workplace Conflict by Building a Respectful Culture

If most workplace disputes stem from disrespectful managers, coworkers, or corporate policies, what can HR professionals do to promote respectful environments and head off discrimination claims before they start?

While HR reps should not be the sole creators and keepers of workplace respect, they are in the position to support the creation of respectful cultures.

For example, HR professionals are often the ones who must take the first steps to convince company executives of the importance of fostering respectful cultures. Once they have earned executive support, HR pros can focus on drafting the company policies that will support a respectful workplace.

When it comes to shaping respectful cultures, HR pros should start by establishing early intervention conflict resolution policies that offer employees a confidential way to voice their concerns and opinions. When an employee feels disrespected, they should be able to express that and work toward an acceptable resolution without fearing retaliation.

Image result for conflict resolution

An early intervention conflict resolution policy should include a minimum of two possible methods through which employees can pursue resolutions. One option might be an anonymous survey. These are most effective when they ask employees to share both their main concerns and their suggested solutions. This helps employees focus on solving problems, rather than just venting about them. Another option could be a facilitated meeting with an HR professional or impartial mediator.

When early intervention becomes part of the culture, employees will feel they have a safe way to express their concerns and be heard. As a result, employees will be less likely to file discrimination lawsuits, quit, or create unnecessary workplace conflicts. Not only will you have a more respectful culture at work, but your company will also spend less on costly legal matters.

In addition to early intervention mediation policies, employees at all levels should be trained in respectful work environment behaviors. Conflict resolution classes should be mandatory, with separate classes designed specifically for managers and executives. Conflict resolution skills are rarely taught in school, but they can have a highly positive impact on employee turnover rates and productivity while combatting violent behavior and potential sources of lawsuits.

HR professionals, too, should attend conflict resolution training. That way, they can better assist managers, executives, and employees with their issues and concerns. Both the HR and management teams must become resources to help employees address their workplace problems. Only then can the culture become more open and respectful.

Of course, HR cannot create a respectful workplace on its own. Management must fully adopt the initiatives, and employees must do their part in embracing the cultural shift. Policies and training are only effective when employees feel they are sincere and not just symbolic.

Now more than ever, respectful workplace environments are imperative. HR professionals should feel empowered to lead this movement.



 Written by: Sheryle S. Woodruff owner of Conflict Management Associates, Inc. Sheryle holds a master's degree in conflict studies and analysis. She is a Florida Supreme Court Certified Mediator and has been a full-time trainer, conflict coach, workplace mediator and consultant since 1997. For the past three years, Sheryle has been on the board of directors of the Greater Orlando Society for Human Resource Management (GOSHRM).


This post has not been tagged.

Share |
PermalinkComments (0)

The “On-Boarding Experience”

Posted By Administration, Monday, November 5, 2018
Updated: Saturday, October 27, 2018


When the alarm went off at 6 AM for my first day at my new job, I was already lying there, awake and SO excited and anxious to get to my new digs!

My outfit was all laid out, I got ready, and hopped in my car – ready for my new adventure for what seemed like the BEST CAREER EVER!

When I got there, I was semi-greeted by the receptionist, who told me it would be a minute until “someone” would come and get me.

After waiting 15 minutes as a few other new hires filed in and sat beside me, we were finally ushered into a training room with a man who went over compliance issues, helped set up our computers (they weren’t set up already), and gave a brief history of the company.

Two hours later, we were sent to our designated seats, and it was time to learn!

Only one problem – I didn’t have a trainer, or anyone to show me the ropes.

It was just me. Red flags went up immediately, and I just sat back, stunned that I was duped by what seemed like a really great place to work.

After only 2 months of trying to navigate the organization without being given the tools to be successful, I resigned and left for (much) greener pastures. Pastures that understood that, while the candidate experience DOES end, it then becomes the EMPLOYEE experience. And my goodness, is it EVER important.


Orientation is not Onboarding

Orientation “should” last about 2 weeks where the employee can learn all about their new organization for which they excitedly woke up before their alarm. They should be met by their direct supervisor and/or recruiter with whom they’ve already built relationships and have their work space set up for them with some cool swag that tells the employee “Welcome! We are SO glad you’re here!” They should be assigned a mentor or a trainer and introduced to their team members and have a picture painted for them regarding how their role drives the organization forward and why THEY are so vital to its success.

Onboarding, however, should last 6 months (a year, if possible) to allow the employee to be fully assimilated into the organization and to engage them at every possible chance. The new hire should be given a survey on not only their candidate experience, but their onboarding experience: this will help keep new hires engaged while also allowing them to give feedback on how the company can improve its process.

Let the employees be your organizations brand ambassadors and cheerleaders, and they will refer other great candidates to your company – or at the very least, send others a positive image of your organization. This is the most powerful way to build great employer branding – word of mouth by your own employees!


Feedback Please!

New hires, and even veteran employees, want to hear what they are doing well, as well as what areas may need improvement. Managers must give feedback often and have an open line of communication as well as setting realistic “SMART” objectives up front; this way, the new hire is aware of what must be done to be successful and they are able to speak with their leader if something seems like it may be unattainable.


Your Best Talent is Always Being Contacted – Give Them a Reason to STAY

I was a headhunter once, and I could spot top talent a mile away. 95% of folks are open to a discussion about a new opportunity IF it is truly better than where they are now. I will tell you right now – if you are not investing in your employees by providing them with an amazing onboarding experience, they are going to leave – quickly. Other staffing firms and corporate recruiters WILL be and ARE currently calling them. What will you do to ensure they stay?

Let’s set up our people for big wins, so that our organizations can then, in turn, be successful. Don’t waste everyone’s time (and your company’s money) by not being accountable for ensuring your employees’ success.

Otherwise, they’ll wake up after their alarm, sluggishly and reluctantly get ready, and then drive to work – where they will not perform their best…and headhunters like I used to be will gladly call them and pluck them right out of your firm.


Destiny Quinn, SHRM-CP, STA

Written by Destiny Quinn, SHRM-CP, STA, Talent Acquisition Manager and PlanSource. 



"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

Tags:  employee engagement 

Share |
PermalinkComments (0)

Workplace Ghosting

Posted By Administration, Saturday, October 27, 2018


“Workplace Ghosting”

A phenomenon that’s spooking employers everywhere

Written by: Lori McKnight


Workplace Ghosting is not a new phenomenon, but the popular dating term has recently been adopted to explain candidates who:

·       don’t show up for an interview

·       accept a job then don’t show up

·       leave with zero notice


Why are candidates vanishing?


1.     It’s a candidate-driven labor market. Ghosting tends to spook employers during good economic times (think 60s, the late 90s, now) when demand for certain types of workers exceeds supply. It doesn’t explain the immature behavior but does explain why it’s happening more now.


Fast fact: 34% of employees voluntarily left their job within the first year in 2017 compared to total labour turnover of 14%


2.     Technology has made communication less personal. While technology has made recruitment more efficient and less biased, the lack of face-to-face conversations means relationships lack depth in the courting and interview stages. Not to mention candidates often have multiple recruiters after them.


Fast fact: According to a LinkedIn survey, almost 50% of people would be “extremely or very interested” in hearing from a corporate recruiter.


3.     Candidates are doing their homework.  Candidates are researching you; they’re assessing your company culture and employee engagement through Glassdoor and other crowd-sourcing sites. If they don’t like what they read or feel it’s not a good fit, you’ll be removed from their shortlist, sometimes without notice.  


Fast fact: According to Glassdoor the average job seeker reads at least six reviews in the process of forming an opinion on a company.



Is it a generational thing?

While millennials may have created this term, there’s no data to support they are the villains. HR professionals are hearing of it across all ages in the job search process. It’s a case of immaturity and inexperience and more prevalent in high-demand, entry level positions with an abundance of jobs.




Here are a few things you can do to avoid candidates going missing in action.


1.    Build a Relationship

Stay close to your candidates. Ask about their hobbies and interests to establish rapport, be respectful, show your personality and communicate vigilantly throughout the process.  

Even over-communicating is a positive differentiator and will alert you to any issues. 


2.    Update your Onboarding Program

Most orientation programs are geared to Boomers and Gen Xers who are more inclined to watch PPTs and read through binders of information. Millennials aren’t interested in PowerPoints. They want videos and more team-based and interactive learning. Here are some ideas to create a more engaging and effective onboarding program:


·       Match each new hire up with an employee who serves as a company Ambassador for one year to foster social connections, show around the office and who he/she can safely ask questions


·       Develop a structured onboarding program. CSI STARS Onboarding has a series of pre-scheduled, well-thought out touch points that ensures managers and new hires meet regularly, soliciting feedback and discussing learning opportunities before an issue escalates


·       Train your Managers. You know the saying…employees don’t leave companies, they leave bad managers. Not enough mentoring is happening from day 1. Millennials were raised in activities and sports that involved coaching and teamwork. A strong mentorship program could the deciding factor in wooing top talent. Check out SHRM’s comprehensive library of Onboarding resources .


3.    Focus on Culture. Culture. Culture

Ghosting is a symptom of a bigger problem either with your recruiting process, reputation or culture. Ask why this is happening. Make sure you are giving an honest reflection of your culture and that candidates selected are a good cultural fit.  Take a serious look at your company’s reviews on social media. It could be hurting you.



Do you have a “ghost story”? I’d love to hear about it. Send me an email at


To learn more about how to prevent Ghosting in the Workplace, sign up for our upcoming webinar on Nov 6th at noon.





"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

This post has not been tagged.

Share |
PermalinkComments (0)

Form I9: Are you out of your mind?

Posted By Administration, Monday, September 17, 2018
Updated: Thursday, September 13, 2018



If you haven’t seen this year’s SHRM article on the increase in I9 Audits by ICE for 2018, you may have heard it at this year’s HR Florida Conference by Attorney Eduardo Suarez who mentioned that ICE has increased raids four times more than previous years. If that wasn’t enough to scare you, how about knowing the cost of violations on Form I9? Using the example noted in SHRM’s article by Bruce Buchanan, “If you have 100 employees with 10 substantive paperwork violations and 20 hiring or continuing-to-employ violations, you'd have 10 + 20 = 30 to calculate 30 percent violations, leading to a fine of $60,270 using the 2017 penalty matrices.”


See the source image


Ask yourself, if ICE were to walk into your company now, would you be ready? And would you have less than 10 percent of errors to hopefully get away with just a warning? If the answer is you’re not sure or probably not, you may want to prepare yourself.


Here’s how:


  • Check out the website and register for their free webinars.  They are extremely informative and they help you understand the required fields of Form I9 as well as how to make corrections. I found that the Form I9 webinar, usually held on Tuesdays, are the best. 
  • Make sure you’ve downloaded the newest version of M-274. There are some recent changes so you want to ensure you have the most up to date information.
  • Always reference the USCIS website on how to correct Form I9. This allows you to get the guidance you need straight from the source.
  • Lastly, if a self-audit is the way to go, reference the USCIS I9 Central: Self Audits page. There you’ll find a pdf that you can reference called Guidance for Employers Conducting Internal Employment Eligibility Verification Form I9 Audits.  This guide will go through some of the topics mentioned previously in one document.
  • Also, if you’re not the only person in your company who has the responsibility of verifying identity and employment authorization of individuals hired for employment, I recommend having each person take the free webinars provided by USICS to fully understand their responsibilities.

See the source image


While Form I9 audits sounds daunting, ICE agents are looking for unsafe employers and the likelihood that your company may be a target may be slim. It never hurts to be cautious because in the end, it’s your duty as the employer to ensure you understand how Form I9 should be filled out, what you can and cannot ask for in terms of documentation, and that you’re not participating in discriminatory practicing when it comes to Form I9.



Ramona Kwong, PHR, SHRM-CP

Written by Ramona Kwong, SHRM-CP, PHR, HR Client Manager at Paylocity. 


The views stated and positions taken in this post are my own and do not reflect the positions or views of my employer and should not be attributed to them.




"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."


Tags:  Audit  I9  SHRM 

Share |
PermalinkComments (0)

Introducing a New GOSHRM Mentorship Program

Posted By Administration, Sunday, September 16, 2018





It is a developmental partnership in which Mentors share their knowledge, skills, information, coaching, and feedback to cultivate the professional growth of a Mentee.  It supports the Chapter’s goal of “developing HR professionals to lead through the development and implementation of mentoring opportunities to foster relationships with members at all levels.”  It provides Senior-level HR professionals a unique opportunity to share and professionally develop other members through a one-of-a-kind partnership that includes problem-solving, collaboration, and goal achievement.  It provides an opportunity for Mentors and Mentees to earn 8 general recertification credits for successfully completing their assignment.



Click here for more details. 


Tags:  mentee  mentor  mentorship  shrm  students 

Share |
PermalinkComments (0)
Page 1 of 3
1  |  2  |  3

Home | Mission, Vision & Values | News | Membership | Job Bank | Events | Sponsorship | Certification | Students
Twitter | Facebook | Linkedin

© 2020 Greater Orlando Society For Human Resource Management. All rights reserved.

Membership Management Software Powered by YourMembership  ::  Legal