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Noncompete clauses pose issues for human resources

7 Oct

Human resources should be aware and wary of job candidates still under noncompete clauses. According to, hiring someone still under one or not asking during the interview process could cost a company millions. A business could have the best employee management system to aid human resources in their work, but recruiters and HR need to be vigilant when asking job candidates necessary questions.

Costly mistakes
BioSense Webster, a cardiac medical device manufacturer owned by Johnson and Johnson, had to pay $1.2 million after knowingly hiring someone who worked for competitor St. Jude Medical, reported.

When BioSense Webster hired Jose de Castro he was still under a three-year noncompete agreement with St. Jude Medical and he performed similar job duties with his new company. While the judge in the case subsequently threw out St. Jude's lawsuit, the judge ordered BioSense to pay attorney's fees, the cost St. Jude incurred from losing de Castro as well as lost profits.

Noncompetes becoming more commonplace
According the The Washington Post, noncompete agreements are becoming more prevalent in many different work sectors. They're no longer just used to keep executives and developers from jumping ship to another firm and potentially passing on proprietary information, The New York Times reported. Even fast-food chain Jimmy John's made news when it came to light that the company had employees sign two-year noncompete clauses, CNN Money reported. Employees agreed that they would not work at another sandwich store within three miles of one of the chain's restaurants.

"There has been a definite, significant rise in the use of noncompetes, and not only for high tech, not only for high-skilled knowledge positions," Orly Lobel, a professor at the University of San Diego School of Law, told The Times. "They've become pervasive and standard in many service industries."

More noncompete agreements means more lawsuits, The Washington Post noted. And this is why it's important for hiring managers and HR to ask potential employees about any clauses they signed with their former employers, advised.

A company can be sued if they knew their employee was under a noncompete agreement with his or her old employer. Businesses can also be taken to court if their was a reasonable expectation that the person they hired was under an agreement but they failed to ask before hiring him or her, stated.

Lawsuits on the rise
The number of court cases regarding noncompetes are on the rise, The Wall Street Journal reported. The percentage of lawsuits involving the breach rose by 61 percent from 2002 to 2012, according to research law firm Beck Reed Riden LLP did for the newspaper. Most noncompete clause suits are settled out of court, The Journal noted.

Some companies already decline to hiring candidates who are still locked in a clause from their former employers due to possible ligation and court costs. Many just don't want the headaches or worry and because of that it can keep some businesses from growing.

"We're around $8 million in revenue," James Keating, CEO for commercial insurance broker, Keating Group. "I'm confident we would be double our size if we didn't have that to deal with."

With noncompetes and lawsuits both on the rise, it pays for human resources and hiring managers to ask the right questions of candidates in job interviews. It can save a business both time and money by avoiding court or paying someone until the clause the ends. 

Even if human resources doesn't suspect a job candidate is under a noncompete agreement, they should ask anyway to keep their company safe.

Get your office active with moving desks

5 Oct

 The eight-hour work day didn't always exist. Before the Industrial Revolution, people rose with the sun and concluded their work by sunset. The eight-hour work day only came into existence in the the U.S. 99 years ago, once the Adamson Act, regulating railroad workers' shift hours was made law, PBS reported. And just as the 40-hour work week and eight-hour day are relatively new inventions, so is sitting down to work. 

According to Fast Company, sitting down at work only became commonplace when other inventions such as the telephone and typewriter entered the office environment necessitating chairs. However, standing while you work is making a comeback and is even becoming a trend at many offices across the U.S. Even The New York Times recently published a style guide of what to wear when using a standing desk that includes recommendations on pencil skirts and jumpsuits.

Taking a stand at work
So, what are the benefits of a non-sedentary office, and what can human resources departments do to encourage healthier workplaces? Employee engagement ideas such as asking staff members what they think of standing desks and if they'd test them out for a period of time may help. Introducing standing options for employees is a great way to test the waters at first instead of making a complete change to non-sedentary desks, according to Human Resource Executive Online. 

"I think the biggest and clearest takeaway for HR is to explore the idea of using non-sedentary workspaces beyond just standing desk stations, which are starting to become more prevalent in organizations, but to also explore their use during meetings, especially those that last less than an hour," Andrew Knight, an assistant professor of organizational behavior at Washington University, told Human Resource Executive Online. "Those standing-oriented workspaces not only might be more efficient, as prior research suggests, they might lead to actual enhancement of creative thinking and problem solving."

Knight recently studied the effects of standing at desks or in meetings can have on employee behavior and found people are more receptive to collaborating and working as a team when they stand.

Out of 214 students who participated in his study, those that stood saw an increase in their physiological arousal, Knight told Human Resource Executive Online, which makes them more adept at working toward a shared goal.

Health and productivity
Being continually sedentary can be just as unhealthy as smoking, according to the American Heart Association, and if a company's human resource department wants to encourage healthier lifestyle habits along with better employee productivity it could introduce standing or treadmill desks. Standing and walking gets the blood pumping and enables staff to be more alert. Less sitting down may also minimize the number of sick or absent days employees take, Human Resource Executive Online noted.

"The trouble is, it's hard to measure the effect on productivity, unless you are making a widget," Rose Stanley, a WorldatWork practice leader. "If you look at it in terms of how much more alert a person is standing or being active, it makes sense. Also, think of an employee who is suffering from obesity, high cholesterol or diabetes –  those take away from productivity, too. It's a good idea to step out of the box to help employees create behavior modification. Not sitting as much is one more tool in your arsenal."

Many staff members might think eight hours of standing is too long, but Fast Company advises employees and supervisors to slowly integrate the practice into their workday routines. Those new to placing their feet on a cushioned mat should start off by getting up for two hours and then gradually work their way up to eight hours. Desks with adjustable heights can also help employees get acquainted with a more active workday as they allow you to raise it when you want to stand and lower it when you need to sit.

Motivation versus experience: Which is better for employees?

2 Oct

Your company uses the latest in training management software for new hires and regularly works with staff on employee engagement ideas, but what do you do with staff members that aren't motivated to learn? Employees with veritable skill sets can be a boon to businesses. However, if they only want to remain in one position in the company they might not be as useful as you think.

In today's job market and workplace, self-motivators are increasingly attractive to businesses looking to fill positions. According to Inc. Magazine, the world is shifting in favor of candidates and employees who demonstrate an entrepreneurial spirit during the interview or while on the job. 

Potential versus performance
Applicants who show potential and mesh with a company's culture are more likely to be hired than people who demonstrate their experience and qualifications. A joint study from Harvard Business School and Standford University showed candidates who displayed potential received more job offers and money than those who had a proven track record of high performance.

While highly motivated job applicants might not have all the qualifications for a position, they will be of considerable use if they are willing to learn new skills to meet company expectations. A candidate who's assertive gives managers a better picture of whether or not he or she will fit in with the company, according to The Society of Human Resource Management.

"When we are sourcing for candidates, there are two important factors: Can they do the job and do they want to do the job?," Steven Raz, co-founder and managing partner of Cornerstone Search Group, an executive search firm, told the SHRM. "The first level is a technical assessment, meaning, do they meet the qualifications? Once you have determined that they have met the requirements, then during the interview you can assess if there is a cultural fit."

Can do spirit
A recent survey by Futurestep, a candidate recruiting firm, showed that out of 500 company executives surveyed a third said an applicant's motivation was one of the compelling factors that got them the job. Meanwhile, 68 percent of respondents said most of their good applicants are active job seekers instead of passive candidates.

"What executives tell us when they say a candidate's motivations are most important is that the person they hire must be a good fit for the company's culture," Vic Khan, managing director of global operations for Futurestep, said in a press release. "For example, one very potent driver is power – the motivation to attain work-related status, visibility, responsibility and influence. Those who work in a competitive environment and have this driver would likely be highly engaged and successful."

High-performing job candidates are easy to spot since human resources can verify the qualifications listed on their resumes. However, applicants with potential and great motivation are harder since their track record isn't so easily quantifiable, The New Talent Times reported.

Changing work trends
Applicants that show a level of potential along with entrepreneurial traits are at a greater advantage in succeeding in the job market today since many trends in the working world are changing, Inc. noted.

Employees are judged more on results and the amount of work they can finish rather than the hours worked that week. Punching in at 9 a.m. and leaving by 5 p.m. is no longer the standard as people take work home with them or use cloud-based software, smartphones and laptops to stay connected to the office 24/7.

Staff members who value their work and output and how it can advance their company are employees who are truly passionate and motivated.

E-cigarettes in the workplace prove a problem for human resources

29 Sep

Electronic cigarettes are now a common sight. From bars and clubs to restaurants and stores, you can see some people puffing clouds of vapor from the electric sticks. But allowing e-cigarettes in the workplace is a major issue for businesses and their human resources systems

Hon Lik, a Chinese pharmacist invented the e-cigarette in 2003 as a way to get himself to quit smoking but it never took, according to The Guardian. And vape pens and other styles of the device are taking off in popularity with their use tripling from 2013 to 2014 among teenagers and doubling for adults from 2010 to 2013, according to the Centers for Disease Control and Prevention.  

The electronic sticks are, so far, not regulated by the U.S. Food and Drug Administration, however, the government agency could take action on them in the future, USA Today reported. 

Vaping in the workplace
E-cigarettes allow a smoker to drop a liquid containing nicotine into the device and then he or she can inhale it in the form of vapors. Many contend that electronic smokes are just as harmful to health as regular cigarettes even if the product isn't burning like normal rolling papers. According to NBC News, people who vape take shorter puffs and don't inhale as deeply as those smoking the real thing. Also, unlike regular tobacco products, the long-term health effects of electronic cigarette use still isn't known. 

Some large companies such as Starbucks, UPS and Wal-Mart banned e-cigarettes from their workplaces, according to The Society for Human Resource Management, while other businesses are taking a wait-and-see approach since the full effects including breathing in secondhand vapor isn't known.

Clear regulations
However, some human resource publications advise offices to take action and ban all styles of electronic smoking to create clear-cut policies. If an employer forbids smoking standard paper and tobacco cigarettes while on the job, why would they allow vaping? 

"If you just ban smoking or tobacco products, you haven't covered e-cigarettes," Russell Chapman, an attorney with employment and labor law firm Littler Mendelson P.C., told the SHRM . "You need to specifically ban them if you want them covered."

Allowing one but not the other creates ambiguity in a workplace environment, Human Resource Executive Online noted. It's better to be safe than sorry since there's still no empirical data regarding the safety of e-cigarettes. 

"The important thing is to have a clearly written policy consistently enforced across the board," Elizabeth Leitzinger, an attorney with Fenton and Keller in Monterey, California, told the SHRM.

According to Leitzinger and others, it makes more sense to outright ban vapes and other forms of e-cigarettes from the office as some of the devices are made to look like the real thing – having a white cylindrical stick with a light that glows when the user puffs on it.

Advocates for vaping in the workplace said the device can actually help employees who smoke regularly because they'll no longer need to leave the office to take a puff and can do so at their desks while working. Therefore, using an e-cigarette could increase productivity for smokers and also help them quit real tobacco products. However, their argument doesn't hold weight since there's no evidence to prove that the devices do either, Inside Counsel reported.

Since the speed of technology development outpaces governing bodies such as the FDA, use of e-cigarettes in the office will inevitably fall on the shoulders of managers and human resource departments. Whatever a company's decision may be, the SHRM noted business leaders should seek out the advice of their counsel before implementing any policy changes.

Could sleeping on the job be a good thing?

24 Sep

While it's usually frowned upon, sleeping on the job could be a good thing for employees and businesses. A 2015 University of Michigan study suggested napping at work can increase staff members' productivity, improve safety and minimize mistakes in the office. Participants in the study who slept for an hour during the day performed duties and tasks at a faster pace than those who didn't take a nap. 

Human resources departments in some of the nation's largest companies may soon try to deal with the sleep deprivation problem via employee engagement ideas by polling staff members about their sleeping habits and schedules.

Benefits to employees and businesses
Employees lacking an adequate amount of sleep can cost their employers not only via lower productivity levels but also through higher health insurance rates, according to The Washington Post. Many studies suggest there's a link between poor quality of sleep and conditions such as diabetes and dementia. 

Plus, enough rest also improves memory retention, according to CNN, citing a study performed by Nicolas Dumay, a psychologist with the University of Exeter and the Basque Center on Cognition Brain and Language.

"Sleep is good not just to maintain secured knowledge, but also to rescue weaker information, which we could not remember while still awake," Dumay told CNN. "The light here is on those inaccessible memories, which sleep makes suddenly more accessible."

The benefits have more supervisors and human resource departments either investing in or investigating nap rooms and sleeping pods for their employees. Tech giant Google offers its staff members a chance to get some shut-eye in its many nap pods found around its offices. The futuristic-looking chairs recline and include a large visor-like partition that features soothing sounds and an alarm to wake the employee, according to Entrepreneur.

A human resources matter
Besides Google, other companies such as Zappos, Nike and Ben and Jerry's allow staff members to sleep in on-site bedrooms in the office, reported. Many business are finding that allowing afternoon napping can be an added benefit for staff members as the work-life balance blurs. As employees remain connected to their jobs outside normal working hours through smartphones and laptops, highlighting the usefulness of a proper amount of sleep is imperative for human resources. It can also help staff members flying in between their companies' offices to get over jet lag before important meetings or other work events.

Truck driving and other industries that require employees to complete long shifts must abide by regulations splitting work hours up and mandating that staff get at least eight hours of sleep before starting their shift again. According to the Society for Human Resource Management, while sleep is currently a requirement for those professions that use heavy machinery, it could become necessary for office staff as well.

However, many companies outside of Silicon Valley or those that do not have a start-up culture in the office remain skeptical about allowing employees to sleep while on the job. Only 2 percent of businesses surveyed by SHRM reported having rooms designated for napping as a benefit for staff members. 

Those companies are missing out, some health experts say, noting businesses are willing to spend money on gyms and fitness centers to encourage employee wellness, but they stop at the point of offering areas to nap.

"I'm still surprised that people are put off by napping," Terry Cralle, a certified sleep expert told Entrepreneur. "We've got great research supporting the fact that naps can help corporations and employees, yet we still feel reluctant to make it an acceptable part of a healthy lifestyle and a healthy workday."

Companies using fitness trackers to examine employee health

22 Sep

Big data is increasingly becoming big business for companies across the nation as they use analytics and employee management software to determine personnel progress, workloads and benefits.

Human resources departments are changing the face of employee wellness programs by giving staff wearable pedometers along with health and sleep trackers to encourage well-being and, hopefully, lower insurance rates for the company.

Large incentives
Healthy employees end up saving businesses millions, according to the Harvard Business Review. The publication cites Johnson and Johnson as a case in point as the manufacturing giant saved an estimated $250 million over a decade by encouraging staff members to quit smoking and lead active and healthy lifestyles. The business review states the company gained nearly $3 back for every dollar spent on its health and wellness programs.

Not only do the businesses and insurance companies benefit from the programs, but employees do too. John Hancock, the life insurer, offers discounts on premiums for customers who sign up to wear a fitness tracker and share their results with the company, according to CNN Money.

A study conducted by Towers Watson and the National Business Group on Health and cited by Harvard Business Review found firms with employee wellness programs retained staff members at a higher volume than those that did not have one. 

Nowadays, more companies such as Ikea and BP are getting into the act by suppling their staff members with wearable technology like pedometers that can track the number of steps walked in a day as well as the wearer's quality of sleep, according to The Washington Post.

BP offers cheaper health insurance plans to employees if they walk a certain number of steps, allowing staff members to save approximately $1,200 on deductibles a year, The Washington Post reported.

"It's an investment in our co-workers' health and well-being," Jacqueline DeChamps, Ikea U.S.'s human resources manager, told The Washington Post.

The international furniture retailer asked employees what kind of holiday gift they'd like to receive and after tabulating the results gave all 14,000 U.S. employees a Jawbone fitness tracker.

New programs
Meanwhile, other companies are going one step further and working with different fitness tracker manufacturers like Fitbit to integrate their devices into employee wellness programs, CIO reported. Some businesses, previously, gave pedometers and other health trackers away as a way to encourage healthy lifestyles, but they're now working in conjunction with Fitbit and other pedometer makers.

The Fitbit allows employees at any stage of fitness – from regular runner to someone just going for a stroll – to gauge their daily health, allowing human resources programs to be flexible. 

A few years ago, human resources departments wanting to launch a wellness tracking and incentive program for staff members had their work cut out for them in the form of collecting and indexing results and paperwork for employees, according to CIO. On top of that, the programs worked via honor systems with companies marking down the results an employee reported.

"This is still very much a new area," Jonathan Collins, an analyst at ABI Research, told The Washington Post. "Each company decides to draw the line where it wants to – what its HR department will be comfortable managing and what end users will be willing to sign up for."

Some programs start organically with a CEO or the head of human resources using a fitness tracker and challenging their employees to match the number of steps they take in a day, according to CIO. So far, the strictly voluntary health and fitness programs are receiving rave reviews as employees continue to use the wrist bands in and outside of the office.

How to reject candidates the right way

8 Sep

When companies hire or an open position, they focus on finding the right person for the job. That means the majority of people who apply for the position will get rejected. To human resources, this is just a fact of life, but applicants who toiled over their applications and had their hearts set on the job may have a different perspective. Candidates want to be acknowledged. When companies fail to respect job seekers, they damage the business's brand.

Candidates want respectful treatment
It's important to handle rejections tactfully. Many people who are excited to apply to a job at your company are your biggest brand advocates. You don't want to turn them off. Unfortunately, many companies fail to deal with the rejection process adequately, and this creates problems.

According to the 2015 Candidate Behavior Survey from CareerBuilder, 52 percent of companies respond to fewer than half of applicants. Moreover, candidates say only 40 percent of their applications receive any kind of response. Needless to say, candidates aren't happy about this. And these frustrated job seekers are likely to take some kind of action against the brand. Almost 60 percent say they are less likely to buy from a company that never responded to an application. Close to 70 percent will think twice before they do business with a company if they had a bad experience during the interview.

On the other hand, candidates who don't make the cut won't be upset if they feel they've been treated with respect throughout the application process. In fact, 69 percent of job seekers who had a positive experience are more likely to do business with the company in the future.

It's clear that providing a positive candidate experience, even to job seekers who don't make the cut, has benefits for the company. Here are some tips for turning down candidates (nicely): 

Respond to everyone
Even if the candidate was 100 percent unqualified for the position, it's polite to send a response. A quick form letter is adequate in the early stages. If you can, use a personalized salutation rather that something like "Dear Applicant." Email marketing solutions make it easy to send a response to everyone, so don't leave candidates hanging.

Consider the relationship
Depending on the relationship the candidate has with the company, companies will need to respond differently. If the person made it to the interview stage, you may want to consider a phone call to make the message more personal, according to Zip Recruiter. If you send a letter, be sure to add a personalized message.

Be honest
If the candidate is someone you would consider hiring in the future, let the person know you've kept his or her name on file in the company's employee management software and that the candidate should try again in the future. If the candidate lacked a specific skill, you can let the person know. This information will help candidates in the future and even turn the application process into a useful learning experience.

Be timely
According to Social Talent, it's polite to not leave candidates hanging for too long. Most recruiters wait until they've found the right person before they let applicants know they've been rejected. Instead, let each candidate know as soon as you know. If you screen out a candidate right away for lack of experience, send the person a message immediately; there's no point in waiting until the end of the process.

With the combination of email marketing solutions and an employee management system, it's not hard for HR staff to make the application process respectful to all applicants, even the ones who don't make the cut. Rather than damage your company's brand, be responsive to everyone.

Tips for conducting internal investigations

8 Sep

Most human resources managers hope they will never have to deal with a workplace investigation. Unfortunately, investigations are often a crucial part of HR's job. Whenever an employee files a complaint, whether it's related to discrimination, harassment, theft or failure to comply with workplace laws, the organization needs to conduct an internal investigation. If companies fail to do a good enough job, it can be a problem for the company. For instance, if a company doesn't adequately respond to serious allegations, the event could come back to haunt the brand and result in a diminished public reputation. 

Why investigations are important
Aside from protecting the business against liability, internal investigations have a number of other important benefits. According to "Practical Tips for Conducting Workplace Investigations," from Gibbons P.C., workplace investigations demonstrate to staff that rules and policies aren't just for show. When employees cross boundaries, there are real consequences. Conducting these investigations also may make employees more likely to come forward with an issue because they see their employers actually respond.

Just carrying out the investigation isn't always enough; it needs to be done thoroughly. An ineffective investigation can be used against the employer in court. Also, if employees notice the investigation is subpar or being carried out in a lackluster manner, they may not take the rules as seriously as they otherwise would.

For instance, James Castelluccio, former IBM vice president, won a case against his previous employer, arguing he was wrongfully terminated because of his age, the Society for Human Resources Management wrote. He won $4.1 million in the lawsuit. The judge criticized IBM for how it handled Castelluccio's discrimination complaint.

Here are some tips for conducting an investigation and avoiding a similar faux pas:

Know the laws
In some ways, being an HR professional is more complicated now than ever before because the laws change so frequently, and employees are increasingly aware of their rights. HR professionals need to stay up to date with any legislation that could impact their workplace. This can help them prepare quickly in case of an incident.

Have a plan
It's important to have a written plan in the event an employee files a serious complaint. When no plan is in place, there is a greater likelihood that HR departments will forget a key procedure or simply fail to do an effective job. Before jumping into the investigation, you outline who will investigate, what you will investigate, what evidence will need to be collected and who will need to be interviewed, SHRM suggested. It's also important that everyone understands the full scope of the investigation and why it is taking place.

Develop great interview skills
Interviews are at the center of every workplace interview. HR needs to track down everyone involved or anyone who may have witnessed the incident. In an interview with SHRM, Natalie Ivey, an expert on internal investigations, noted that investigations require great interview skills because interviewers need to confront liars as well as convince some reluctant witnesses to share their stories. Interviewers should thoroughly plan their questions but plan to ask follow ups that encourage interviewees to open up.

Remain objective
While it can be difficult for investigators to remain impartial, it's important for HR to be objective to ensure the investigation is fairly carried out.

Follow through
When finishing up an interview, HR practitioners should ask the person if there is anyone else who they should talk to. It's important not to leave anyone out or overlook key evidence. According to SHRM, failing to follow up with those involved is one of the top investigation mistakes that organizations make.

Proper documentation throughout the investigation is key. HR staff should use employee management software to store any information they learn in the course of the investigation. This data may be useful in future cases, as well. Any workplace investigation may involve reviewing previous incidents with specific employees, according to HR Hero.

Workplace investigations are tricky. Having the right HR management software ensures that companies are able to document every step of the procedures and make sure nothing slips through the cracks.

Dealing with toxic employees

8 Sep

Everyone knows the toxic colleague. These individuals bring the whole team down through being lazy, gossipy, vindictive, negative or some combination of these traits. Toxic co-workers influence the rest of the office in negative ways. When such people are in management positions, they can increase turnover if someone higher up in the chain of command fails to deal with the issue. It's important to have a plan for approaching toxic employees so they don't poison the rest of your staff. Here are a few strategies to take on the toxic team member:

Make sure everyone knows the policy
Human resources won't be aware of toxic employees until someone, usually a supervisor, brings the issue to their attention. According to The Business Journals, managers often wait too long to come forward about a team member who is toxic simply because the situation is awkward. It's important for all staff members to know that if another colleague's behavior is making them uncomfortable, they should talk to their managers about it. If that manager is unresponsive, staff should continue up the chain of command. The manager should consult with HR to determine what to do next.

Assess the issue
Before taking action, take a moment to consider the impact of the employee's behavior, HR Morning suggested. How has this person influenced close co-workers? Has productivity suffered? Do the person's actions differ drastically from office standards? Finally, consider whether altering this person's behavior would have a positive impact on the office environment. Is it possible whoever made the complaint was overreacting or is actually a toxic presence?

Document the behavior
HR should encourage supervisors to take notes on a toxic employees' behavior and record it in employee management software. This information can help managers have specific examples when confronting the employee. Write down the staff member's behaviors and discuss why these are inappropriate for the office and how exactly they violate company standards.

Talk one on one
Once you've determined that you are indeed dealing with a toxic employee, you need to confront this person. According to HR Morning, it's important to keep the conversation results oriented. Set an improvement plan and be specific about what you expect from the employee in question. Don't just say, "you need to improve your attitude." Reference specific instances where the person has acted inappropriately and talk about why this behavior cannot be tolerated. 

Get rid of them
If the behavior doesn't change, there's really only one thing to do: Let the employee go. Firing a toxic employee may not be easy. It's important to think ahead before taking this step. As HR Examiner pointed out, managers sense toxic workers will be the most likely to sue, which can make them hesitant. Make sure you have proper documentation and do everything you can to make the termination go smoothly, for instance, putting together a severance package. 

Hire effectively
The best way to avoid toxic workers is to not hire them in the first place. Everyone puts his or her best face forward in an interview, so you have to be strategic while vetting candidates. Make sure potential hires talk to more than one person at your company so there are greater opportunities to spot potential issues. Be sure to check references and look out for red flags in their responses.

Sooner or later, almost every company faces an issue with an employee who poisons morale and productivity. Toxic employees affect companies everywhere, but it doesn't have to be this way. It's up to HR to set policies and procedures to deal with these employees before they really impact the rest of the team.

How to improve the exit interview

8 Sep

Exit interviews are a crucial part of human resources' job. This process help determine an employee's reasons for leaving – knowledge that can be used to increase retention and improve the workplace for remaining staff. One problem is that not enough employees receive an exit interview, which leads to incomplete data for HR. Often, those who take the time to complete or participate in an exit interview or survey are those who were either exceptionally happy or unhappy at the company. Here are some tips to increase the number of interviews and get better information:

Better structure
Don't just shove the employee out the door on his or her last day; have a structured exit process that includes an interview. According to ERE Media, more people are likely to participate in an exit interview if HR takes time to explain the exit process. Communicate the reasons for the process as well as what the employee can expect prior to departure. Tell employees that their feedback is vital in making the organization a better place for its staff. Knowing exactly why responses are important could increase staff participation.

Give them a choice
Having more than one option in the exit process could make employees more likely to give you feedback. While a one-on-one interview intimidates some staff members, a paper-based survey may seem like a more attractive option. It is hard to voice harsh criticism. Some employees find it easier to share this information in writing. Conversely, if the written survey appears time consuming, some staff members may opt for an interview instead.

Ask the right questions
It's true in any interview, and it's especially true in an exit interview: Thoughtful questions yield better answers. Employees on their way out the door are in a delicate situation. They don't want to burn bridges with their previous employers, which means they may not be inclined to be brutally honest. Rather than asking the employees why they are leaving, Monster suggested you inquire about why they began looking for new employment in the first place.

Don't wait until they leave
Too often, employers don't have these types of in-depth conversations with staff members until their notice has been given. Why not turn the exit interview on its head and create a "stay interview?" as Entrepreneur magazine suggested. Rather than wait until your best performers have one foot out the door, talk them about their feelings – what works and what the company could do better.

Follow up with the right tools
Gathering data about employee departures is useful only with the right software. No matter how you choose to go about the exit interview process, it's important to have employee management software to document the conversations you have with staff. Save the information from exit interviews so you can use it to improve the workplace and document various staff issues over time.

The exit interview serves a necessary purpose in the business environment, but the process has yet to be perfected. Improve your exit interview strategies to get more out of these conversations and put the insight to good use.

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