HR Management & Compliance, Uncategorized

Employee Retention & Engagement

The California Department of Fair Employment and Housing (DFEH) recently issued a decision that reads like a “what not to do” in response to employee complaints.

When one employee complained to her manager about sexual harassment and assault by a coworker, the company looked into the matter but failed to protect her. In fact, the company actually started treating both the complaining employee and the manager as outsiders, and refused to hire them for the next season of work.

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The employee and her manager were awarded $90,000 in emotional distress damages on top of their economic damages. The California Department of Fair Employment and Housing also imposed a $15,000 fine on the employers.

The worst thing about this turn of events? It was completely avoidable. It’s important to remember that even if your managers follow up on employee complaints, the follow-through has to run across all levels of your organization. Otherwise, you could find yourself being sued not just by the complaining employee, but by his or her manager too.

We’ll have the full story on this decision—including what the company should have done—in an upcoming issue of CEA.

Do Your New Supervisors Know How to Protect You?

While the recession continues and survival is the overarching issue for many organizations, the central issue remains: Will your organization be ready when the economy improves? The answer can be found in your strategic and operations plans, in your talent management activities, and in the alignment between the two.

Let’s face it: Top performers usually have options, regardless of the economy. Even if you’re in hard-core survival mode, you must continue to provide your work force—particularly your top talent—with the necessary incentives to stay committed and focused.

Order a CD recording of our recent audio conference all about retention and engagement strategies that will serve your organization well in any financial climate. Our experts—two experienced HR-management consultants—will cover:

  • Global employment trends that could affect your retention and engagement strategies
  • What your organization’s strategic mission and objectives have to do with identifying and cultivating your human capital assets
  • How to realign your positions with your business needs and your activities—such as researching the competition’s salaries and structure—with your organization’s overall strategic plan
  • How to measure the global value of your workforce, no matter what the economy—the quality-of-hire metrics that count
  • How to discern who you’ll keep and who will go, including the importance of being able to recognize workers’ alignment with your overall mission
  • How to draft a retention strategy that ensures that essential, mission-oriented employees don’t jump ship
  • Proactive ways to use exit-interview data, employee-engagement surveys, and creative talent-management solutions as a means for achieving your retention and engagement goals
  • The importance of HR business acumen and how to establish viable retention metrics that align with management’s end game

Order the CD

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