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| Welcome to Daily Advisor’s Op-Ed page, where BLR Founder and Publisher Bob Brady and other HR notables freely express their thoughts on HR today and in the future. “Notables,” by the way, includes you! If you’ve got an idea for a 500-700 word column on any HR topic, we’d love to have you as a guest columnist. Just describe your idea in a brief email and send it HRDailyAdvisor@blr.com. Be sure to note it’s for an “E-pinions” article, and give us a phone number and best time to call. All submissions become the property of BLR, Inc. |
Thinking about “friending” your boss on Facebook®? You may want to reconsider. According to a recent survey, nearly half of executives are uncomfortable being friended by employees they manage (48 percent) or their bosses (47 percent).
Readers Don’t Agree About New Haven Firefighters. Several years ago, the HR department of the city of New Haven, Connecticut, was presented with a very difficult choice: It could accept the results of a recent promotion exam and risk the ire of the majority of city residents, or ignore the results and risk a lawsuit by the firefighters who would be denied promotions.
During the recent recession, many employees saw their jobs change and grow. There may be fewer bodies, but the work still has to get done. In a lot of cases this, means that job descriptions are out of date and inaccurate. They may be fodder for significant lawsuits if, for example, an employee is classified as exempt, but is now doing some non-exempt work, according to Attorney Sandra Rappaport.
Several years ago, the HR department of the city of New Haven, Connecticut, was presented with a very difficult choice: It could accept the results of a recent promotion exam and risk the ire of the majority of city residents, or ignore them and risk a lawsuit by the firefighters who would be denied promotions.
Cindy McPherrin, today's guest columnist, offers her thoughts on the challenges of coping with her suddenly acquired HR responsibilities. (We'd like to hear about the challenges you're facing as well.)
Your plate is probably overly full with downsizing, trying to make ends meet, and trying to keep your budget projections at least somewhat in line with reality. The last thing you need to be dealing with at the moment is a lawsuit brought by a disgruntled employee or former employee. But that might be just what you’re in for.
Today’s guest columnist says that diversity training is not the same as harassment training, and it shouldn’t focus on the dire outcome of lawsuits.
You know you've been there: The legal department is advising you to do something that has no bearing on the real-life world of the workplace. "Just have managers stop inflating their performance ratings." Sure, that will happen. "Keep employees from clocking in early." Yeah, right. You know you’re both on the same side, but sometimes it doesn’t feel that way.
Last month, we published a guest E-pinion by Maurizio Morselli in which he talked about HR’s role in curing “fiscal decadence disorder” and ensuring that reductions in force don’t cut any deeper than necessary. His column generated some interesting feedback, which we share today.
The New York Times recently introduced a feature in its Sunday Business section featuring interviews with company CEOs. Unlike a lot of “celebrity” interviews, these are short and focused on a few key things that made a difference in the subject’s career.
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