Exam 3 Special Topics

1. What steps can HR professionals take to minimize the chances that someone will respond with violence?

1. Assess the situation in your mind. 1a. Project calmness. 1b. Be patient, empathetic and encourage the person to talk. 1c. Focus your attention on the person so they feel that you are interested in what they have to say. 1d. Maintain a relaxed yet attentive posture, position yourself at a right angle instead of directly in front of the person. 1e. Ask for small specific favors, such as if you could talk in a quieter area. 1f. Be reassuring and point out choices. 1g. Arrange yourself so that your exit is not blocked.

1. Manage issues related to flexible work arrangements, outsourcing, and wellness programs

1. Be proactive • Push for a healthy workplace • Fair organizational policies • Culture of civility • Encourage mental and physical wellbeing • Train supervisors • Listen to employees • Measure and reward success!

1. What are steps HR can take to stay relevant, etc.

1. Business acumen 2. Communication 3. Consultation 4. HR expertise etc.

1. Coaching 2. Counseling

1. Collaborative way to identify employee developmental needs and help them to achieve career goals 2. Identifying a problem (e.g., poor work quality, absenteeism, lack of teamwork) and directly guiding the employee on ways to fix the problem

1. Major reasons for the healthcare crisis 2. Primary reform debate issues

1. Costs are rising a boat load and a lot of the money you spend doesn't even go to medicine or the doctors services 2. Affordable care act, denial of care, preventative care, who should be covered etc.

1. What do most managers have a tendency to do when faced with a problem employee? 2. What are the typical hazards managers often fall into that should be avoided? 3. What are the steps that can be taken effectively to deal with the problem employee?

1. Each boss thinks,"If I can only get this person to listen, he'll see the logic of my position." This approach, something I call "tell and sell," is based on a profound fallacy many of us buy into: Other people have the same thought processes we do, and, consequently, they have to accept the good sense of what we're saying. But each of us has a unique profile of motivational drivers, values, and biases, and we have different ideas about what is reasonable 2. Tell & Sell, denial danger, monochrome vision, ignorance is bliss, etc. 3. Create a rich picture, Reframe your goals, Stage the encounter

Measuring HR effectiveness 1. At-bat 2. On base percentage

1. Employee absences, figuring out the true cost of them 2. Determine if they meet organizational objectives

1. What are some examples of workplace issues that warrant a workplace investigation? 2. What behavior is considered retaliatory? 3. What is/What are the ke steps in conducting a workplace investigation? 4. What are some key questions to be asked of the complainant, accused, and witnesses? 5. What do you do if there are no witnesses provided? 6. How can you bring closure to a workplace investigation? 7. What's the main goal of a workplace investigation?

1. Harassment, dispute, inappropriate or unethical conduct 2. Threatening action or criticizing an employee for filing a charge 2a. Firing, demoting discipling the worker/treating them differently 2b. Discussing charge w/ employee 2c. Discussing charge w/ anyone inside company other than those w/ a businesses to know 2d. Discussing charge w/ anyone outside company 3. Ensure Confidentiality - Information will only be shared on a "need-to-know" basis to conduct the investigation. 3a. Provide Interim protection 3b. Select the investigator 3c. Create a plan for the investigation 3d. Develop Interview questions 3e. Conduct interviews 3f. Make a decision 3g. Close Investigation 3h. Proper Documentation 4. Complainant: How did it affect you/job, how did you react, who what when where and how 4a. Accused: What is your response, any notes/evidence, why might the other lie if they are claiming that. 4b. Witness: What did you see/hear, what were you told 5. Consult documentation (email, texts, electronic docs) & Accused person 6. Notify both complaining employee & accused employee 6a. Once documented; talk to both parties 6b. Set up follow ups w/ complaining employee 6c. Encourage communication 6d. Remind both parties to preserve confidentiality 7. To be potentially heard & reviewed by court 7a. Clear record of everything done 7b. Summarizes - incident, parties involved, key facts & credibility findings, employer policies, specific conclusions

1. What behaviors might indicate a person could react violently to workplace frustration or disagreements?5

1. History of violence, threatening behavior, intimidating behavior, increase in personal stress, negative personality characteristics, marked changes in mood or behavior, socially isolated

1. Perception is reality

1. It is the other person's reality you are going to have to work with, not your own.

1. Employee Relations 2. Why are they critical?

1. Refers to the efforts of a company to manage the relationships between employers and employees 2. It is critical because it can make or break an organization. Employee relations helps motivate employees, ensure effective leadership is provided, leaves room for improvement on both the employee and employer side of the relationship, sets discipline procedures, and helps expand organizational diversity

Progressive Discipline Programs 1. Why are they used 2. What do they consist of 3. How should managers use them

1. Steps the company/managers can take to be fair and equitable when dealing with problem employees, which consists of multiple steps, clearly identifies the problems, and sets clear expectations and consequences 2. Casual warning, verbal warning, written warning, final warning, termination 3. There are certain steps to follow because that is how you set expectations and get positive results

1. Understand the negative implications of workers heavy dependence on tech 2. What are some potential solutions to the rapid pace of technological change in the workplace 3. Legal issues with tech in the workplace

1. Technostress & can increase productivity but at what cost 2. Implement a downtime policy, Employee handbook should address the appropriate use of phones, emails, etc 3. Let employee be aware they are being monitored, provide them with a policy