Workplace Violence: Plan, Prevent, Protect
It is a sad and unfortunate reality in our world today that a violent incident could happen in the workplace at any time. The idea of preparing for an active shooter or similar situation may feel overwhelming, but avoidance will only result in greater fear and confusion. Below are general suggestions for creating a workplace violence program. Your thoughtful preparation, employee training, and partnering with outside experts could literally save lives in the event of an emergency.
- Develop a Workplace Violence Policy that clearly defines unacceptable behavior, requires timely reporting of suspected violations, and describes how concerns will be investigated and resolved. The policy should include guidelines for reporting domestic violence matters and personal restraining orders. It should also guarantee privacy and non-retaliation for employees who make good-faith reports.
- Establish a Threat Management Team to take the lead on investigations and coordinate incident response, if needed. Team members could include Human Resources, legal counsel, and other employees who could effectively respond to a concern or security event.
- Establish training plans for all managers and employees regarding your company policy, how to report concerns, and how each person should respond in an emergency situation. Members of management should receive additional training to recognize warning signs and mediate employee disputes.
- Consider offering an Employee Assistance Plan (EAP) to make a wide variety of health and wellness resources available to your staff. Employees who have exhibited concerning behaviors may be referred to the EAP for confidential counseling.
- Respond immediately and effectively to signs of problematic behavior or concerns expressed by employees. There is no “profile” to identify likely perpetrators of workplace violence, so management must take all situations seriously. Request the assistance of a workplace violence consultant to support an investigation and recommend appropriate action, when needed.
- Ensure prompt disciplinary action and security follow-up when an employee’s behavior is severe or does not improve. A leave of absence, suspension, or termination may be appropriate depending on the circumstances.
- Take necessary steps to protect employees who are victims of domestic violence as well as other staff members who may encounter the alleged abuser. This may include securing a temporary restraining order or discreetly posting a photo of the aggressor in locations with public access.
- In the event of a workplace violence emergency, the Threat Management Team and/or security staff should implement your pre-determined response plan. Call 9-1-1 immediately but recognize that actions taken by on-site personnel will have significant impact on the outcome of the situation.
- Move employees to a safer location, and prevent the attacker from moving to other areas of the building whenever possible.
- Account for all personnel and determine any who may still need help.
- Administer first aid to injured employees, if this can be done without placing victims or rescuers in further danger.
- Comply with emergency responders’ instructions.
Contact legal counsel, safety experts, or a workplace violence consultant for additional information, training, and support for your workplace violence prevention program.
August 2019: The Case for Background Investigations
These statements, and many others like them, were recently posted by job seekers on a public Indeed forum, and are enough to scare even the most seasoned hiring manager.
It may be hard to believe that the professional-looking candidate sitting across from you is anything other than honest and forthcoming, but according to a 2017 HireRight survey, 85% of employers have found inaccuracies on a job application.
Additionally, California law prohibits seeking information about criminal convictions until after a conditional job offer has been made. An employer can no longer use questions about conviction histories on application forms or in the interview process to screen job candidates.
So if you can’t always trust the application and you can’t ask direct questions in the interview, how do you ensure a new employee has the right skills or education and doesn’t pose a threat to safety and security?
The solution is a consistent, legally-compliant background investigation program.
Smart employers plan their hiring process to include verification of job qualifications such as education and past experience, and post-offer criminal records searches.
These steps are a relatively small investment of time and money and could save your company significant amounts of both if you avoid hiring an individual who is unqualified or unsafe.
Sierra HR Partners would be happy to discuss our background investigation services and pricing with you. Our web site provides additional details or you may contact us for more information!
HR Headliner: May 2019
HR Headliner: May 2019
The Right Stuff
Identifying and Closing the Skills Gap in your Workforce
Hiring and retaining talented employees is becoming a significant challenge for today’s HR professionals. A recent study published by the Society for Human Resources Management (SHRM) found that 83% of respondents had trouble recruiting suitable candidates in the past 12 months. A major factor in this difficulty is known as the Skills Gap – the difference between the skills an employer needs and those offered by its workforce.
While technical skills are certainly a factor (31% of respondents to the SHRM study reported a lack of trade skills such as carpentry or welding), “soft skills” are often the most-cited concern for managers across the country. Employees may be technically competent, but lack the creativity, critical thinking, and collaboration skills necessary for a business to be competitive.
So how can you close the skills gap with your employees and ensure that your workforce is prepared to meet company goals? An important first step is identifying both the technical skills and soft skills required for success in each position. Take a close look at your star performers – what are they able to do that others just aren’t grasping? What have you found to be missing in recent job applicants or new hires? Once you know what you’re looking for, the following practices can help to identify candidates with the right stuff and develop valuable skills in existing staff:
• Develop a succession planning program for key positions or hard-to-fill roles. Your current talent pool likely includes individuals who could become long-term superstars with the right coaching.
• Provide in-house training to develop the specific technical and soft skills needed by the organization. We know everyone is busy, but consider it a valuable investment of your time in building a strong, effective team.
• Use behavior-based interview questions to understand a candidate’s approach to topics such as teamwork, customer service, and conflict resolution. Avoid simple “yes/no” questions to which an applicant can easily guess the right answer, and probe for real insight into the soft skills the position requires.
• When using outside search firms, work with an experienced recruiting team that has a clear understanding of your company culture and values. The recruiter should be able to look beyond the job dates and certifications listed on a resume, and screen applicants who are likely to be an overall great fit.
HR Headliner: March 2019
The Growing Trend of Ghosting…
and What You Can Do About It!
Out of hundreds of resumes and applications, one stood out as your ideal candidate. The initial telephone interview was a delight, the in-person interview is scheduled, and you can practically taste the donuts you’ll buy to celebrate the new employee’s first day. But on interview day, the candidate is nowhere to be found and doesn’t respond to your attempts to follow up. You’re frustrated.. you’re disappointed… you’ve been ghosted.
The term “ghosting” may be new to you, but unfortunately, it’s become part of the recruiting lexicon throughout the country. In today’s economy, where there are more job openings than people looking for work, these baffling no-shows are occurring at every level of the organization. Talented candidates are likely fielding multiple interview requests and job offers, and they don’t see the need to stay in touch with an employer they’re no longer interested in. As hiring managers, we complain about the lack of respect for our diligent recruiting efforts, but workers often think of themselves as free agents who owe no loyalty, and may even feel empowered by the fact that they can simply walk away if a better offer comes along.
A big step in reducing your chances of being ghosted by a top candidate is simply recognizing that the recruiting landscape has changed. Job seekers are in the driver’s seat, and we can’t assume that candidates are sitting by their computers and telephones anxiously awaiting contact. Creative new strategies are needed to fill your vacant positions with top talent:
- Don’t stop the recruiting process once a great candidate has been identified.
- Continue to screen resumes and conduct phone interviews so you’ll have a full pipeline, if needed.
Avoid delays in the hiring process.
- Candidates are more likely to disappear if they feel the process is taking too long or when interview feedback is not provided.
- Make sure your compensation package and benefits are competitive in your market, and provide as much information as possible about the expectations of the position, pay and benefits, and company culture.
Don’t become the “ghost” by failing to reach out to non-selected candidates. Demonstrate respect for their time and efforts with prompt updates and well-wishes on their job search.
These steps of transparency and respect can increase the likelihood of receiving the same consideration from your candidates. And don’t stop once the job offer is extended! Continue to engage with them and maintain the excitement about joining your team. Then go pick up the tastiest donuts in town… and enjoy!
Harassment Prevention Options
Effective January 2019, Senate Bill 1343 requires California businesses with 5 or more employees to provide sexual harassment training to both supervisors and non-supervisory staff by January 1, 2020. In addition, newly hired employees or newly promoted supervisors must be trained within six months.
Sierra HR Partners is here to help with a variety of training options!
Training for Staff / Non-Supervisors
This one-hour interactive program is designed to satisfy all components of SB 1343, AB 2053 (abusive conduct), and SB 396 (gender identity and gender expression.)
Key topics include:
- Resolving workplace conflicts and minimizing gossip and inappropriate jokes
- Definitions and examples of two types of harassment and protected classes
- Abusive conduct and bullying
- Company policy and complaint process
Training for Supervisors
Our two-hour interactive program satisfies legal requirements by including the key staff topics, and adding the following:
- A supervisor’s role as an agent of the company
- Understanding potential liability for the company and the individual supervisor
- How to lead by example and set the tone for positive workplace behavior
- Protections against retaliation
- How to properly respond to a complaint of harassment
For your convenience and to foster a shared understanding between employees and management, these two workshops may overlap or be offered back to back.
Location, Location, Location!
Exclusive Training at Your Business
A certified Consultant will present a private training workshop customized for your team at your location.
Open Training at Sierra HR Partners
Monthly training workshops are offered to all Sierra HR clients in our training room.
Exclusive Training at Sierra HR Partners
For groups of 20 or fewer, private training workshops may be conducted in the Sierra HR Partners training room.
Open Training via Webinar
Training workshops are offered via webinar on a quarterly basis, allowing individual employees to attend remotely.
Please contact us for pricing information, upcoming training dates, and any questions you may have.