Who is Robert Watson and how can he help your business?

If you have not yet taken advantage of the excellent information shared with you for free by Robert Watson – now is the time.

Robert is a highly experienced management consultant and executive coach who has literally travelled the world examining the management systems of some of the most successful companies in the world.

Robert has the knack of taking high level business best practice and turning it into practical, simple systems and actions that businesses can apply everyday for better results.

Knowing that Robert has helped many businesses achieve tremendous business improvements by focussing on the quality of the people they bring into the business, HRwisdom has managed to get Robert to share some of his business secrets in the area of recruitment & selection.

These special insights are available to you now for free as our way of saying thank you for being part of the HRwisdom community.

Robert Watson – First Free Resource

To begin, every business can benefit from having well-prepared questions to learn more about your job candidates. We asked Robert to come up with his Top 10 Interview Questions to help you find the right person for the right role. Not only will you get the well thought-out questions, you’ll also get the exact type of answer you would expect from the type of person you want contributing to your organisation. Click here for Robert’s Top 10 Interview Questions.

Robert Watson – Second Free Resource

Most businesses spend thousands of dollars every year on print and online advertisements to find job candidates. In this special online video presentation, Robert walks you through the Four Mistakes In Job Ads. This one presentation has the potential to save your business thousands of dollars and vastly improve the quality of candidates you bring into your selection process. Side Note: When a major Australian business site recently published the link to Robert’s video it actually crashed the video server due to the sheer demand. So, do make sure you see the presentation while it is still online. Click here for Four Mistakes In Job Ads.

Robert Watson – Third Free Resource

At HRwisdom we have over a thousand different businesses, large and small, in our community. One of the most popular topics has been how to manage Gen Y employees. We asked Robert for some comments and simple tips that could be applied at any type of business, large or small. This short article gives you some excellent ideas to use when managing Gen Y staff.

As mentioned earlier, Robert has the knack of taking high level business best practice and turning it into practical, simple systems and actions that businesses can apply every day for better results.

Robert works as a freelance management consultant and executive coach. If you’d like to contact Robert, you can reach him on his private email address at: rgw2005@optusnet.com.au

Kind regards,

HRwisdom Support

Whilst the mining companies may be breathing a sigh of relief after the government’s backdown on the resources super tax, many Australian businesses still face uncertain times.

An recent article in The Australian newspaper described the potential threat of a GFC 2 resulting from the debt-ridden economies of Europe.

At HRwisdom we are very much focussed on being proactive and taking positive planning steps (and we’ll talk more soon about some excellent employee retention tools you can use).

However, for those businesses in Australia which may be suffering or trying to manage their costs very closely, we have put together an excellent free HR resource which explains:

How To Manage Redundancies Without Destroying All Employee Goodwill

In this HRwisdom resource, we have turned to industry expert Jacqui Alder to offer practical advice to businesses facing this difficult issue.

In this redundancy information we look at:

• What are the advantages and disadvantages of offering voluntary redundancies versus conducting forced redundancies/involuntary redundancies?
• What are the steps involved in the redundancy process?
• How to select people for involuntary redundancy?
• How to communicate throughout the redundancy process?
• Should you march someone out immediately when making them redundant?
• How can you implement redundancies without destroying all employee goodwill?
• A case study.

You can access the information here:  redundancy information

Kind regards,

HRwisdom

HR professionals and business managers are often asked for advice on how to get better results from new projects being established. Today’s HRwisdom post comes from Executive Coach, Robert Watson, a regular expert contributor to HRwisdom.

One of the great things about work teams or small businesses is that everyone gets to know each other very well. They can be friendly workplaces where most workers happily accommodate the various strengths and weaknesses of their colleagues. But have you ever seen a project as simple as organising the Christmas party turn into a fracas of frustration?

Unfortunately we assume that people who work together cooperatively will somehow make a great team to tackle a project.

HR Advice: Importance of Structure

In the normal work environment, there is a strong structure which exists. People know which department they are in, they know each other’s roles, they know how to go about their own work. These things might be contained in Organisation Charts and Standard Operating Procedures, and would be reinforced through training. Even in places where these things are not formalised, there will always be a strong informal structure prevailing in the workplace.

If people are formed into a team to work on a project, suddenly things fall apart. One person will be over enthusiastic and another totally bored. One will try to issue actions to people, and those people will fail to act. Meetings become places where missed Milestones get slipped even further, frustration sets in—quietly at first—then tempers boil over and the project starts to sink fast.

HR Advice: Strength comes from Structure

When pulling together a project team, typically it will be made up of a variety of good people who have not worked so closely together before. The nominated Project Leader needs to take a few steps to set the working relationship up the right way.

Project versus People: It is critical to talk about the job which needs to be accomplished. The Leader then uses the Project as the common ground which binds the team together. From time to time, the team is sure to have some infighting or personality clashes, but the Leader simply redirects the focus back to the task at hand.

Project Team Members: A good way to prevent clashes down the track is to acknowledge why each member has been selected for the project. Some will bring valuable experience, others might be good at communication, others might be significantly influential in the workplace—but the Leader is basically showing the team how each person has a special reason for being there.

Project Plan: Now that the members know what the project is about, and they know why each of them has been selected, the Leader can further bond the group by getting them to design up the Project Plan.

Here are the key elements:

• Project Title (or a Team Name)
• The major components of the Project, listed in a logical order
• A timeline, showing the entire Project and dates for any Milestones
• Protocol around how often the team will meet and how long each meeting will last
• On many workplace projects, there also needs to be a communication plan.

Action Plans: Finally, the components of the Project have to be broken down into discrete, manageable tasks assigned to particular team members.

Role of the Leader: The above points are the scene-setting parts, but once underway the Leader has to ensure progress and maintain momentum. A good way to do this is to touch base with each member in between meetings. Use the Action Plan as the tool to ask how the member is going. Be pleased about things happening well, and listen for roadblocks. If there is a problem, it is much better that the Leader discovers this outside of – and prior to – the meeting. This gives the possibility of catching up before a Milestone slips.

HR Advice: The Bottomline

Although most people see structure as constraining, for Projects structure becomes the backbone which greatly increases the likelihood of Project success.

Today’s HRwisdom article comes from regular expert contributor, Robert Watson.

Robert coaches Business Owners and senior managers in leadership, people development and recruitment. For readers of this article, Robert will provide short simple answers to short simple questions sent to him by email to: robert@managingwell.com.au.

Kind regards,

HRwisdom Support

HRwisdom have now uploaded a comprehensive new report on the Fair Work System.

The report is also available to all free and paid members of the HRwisdom community.

To access the report, simply enter your first name and email address in the free subscription box on the HRwisdom home page.

Feel free to share the report with friends and colleagues.
 
Why have HRwisdom produced the report?
 
The workplace relations system that governs Australian workplaces is commonly known as the Fair Work system.
 
The Office of the Fair Work Ombudsman enforces compliance to the Fair Work System.
 
Have you seen some of the media release headlines from the Fair Work Ombudsman recently?
 
Take a look:

• Brisbane managers face court for allegedly underpaying workers $70,000.
• Sydney company faces court for allegedly underpaying young worker almost $5000.
• Perth business faces court for allegedly failing to provide employment records.
• Two Melbourne companies reimburse underpaid workers almost $400,000.
• Court hands down $50,000 penalty for underpaying Deniliquin worker.
• Whyalla company back-pays four workers $10k.
• $35,000 back-pay for three Darwin workers.
• Tasmanian resort faces court over alleged underpayments and sham contracting.
• Random audits at Sydney Fish Market return $278,000 to underpaid workers.
• Kalgoorlie audits recover $139,000 for 26 security workers.
• Fair Work inspectors to call on northern Victorian employers.
• $6000 penalty for $629 underpayment.

Did you notice the last headline?
 
An underpayment to an employee of $629 cost an employer $6000 in penalties alone (not to mention possible legal costs, management time, and disruption to the operation of the business).
 
This is why it is so important to have at least a basic understanding of the Fair Work system.
 
In this special staff management report, HRwisdom will walk you through the major components of the Fair Work system and point out a few things to watch out for along the way.
 
As always, you can find various staff management ideas, employment documents, and HR templates in the HRwisdom Library.
 
Kind regards,
 
HRwisdom Support

The recent debacle at Toyota which has seen the company lose a reported $155 million per week has been widely reported. With continuing product recalls around the world, the losses are estimated to have caused an astonishing $30 billion loss in Toyota’s valuation on the stock market.

At HRwisdom we always focus on ideas and practices that can actively improve or protect a business. Today, we refer you to an excellent analysis of how poor HR policies and staff management practices potentially led to the $30 billion loss at Toyota.

The Eight Bad Staff Management Practices

In his excellent analysis, John Sullivan lists the eight bad staff management practices that contributed to Toyota’s massive downfall.

1. Rewards and recognition — The purpose of any corporate reward process is to encourage and incentivise the right behaviors and to discourage the negative ones. It’s important for the reward process to incentivise the gathering of information about problems. It’s equally important to reward employees who are successful in getting executives to take immediate action on negative information. Key questions — Were rapid growth (sales have nearly doubled recently) and “lean” cost-cutting recognized and rewarded so heavily that no one was willing to put the brakes on growth in order to focus on safety? Were the rewards for demonstrating error-free results so high that obvious errors were swept under the table?
2. Training — The purpose of training is to make sure that employees have the right skills and capabilities to identify and handle all situations they may encounter. Toyota is famous for its four-step cycle — plan/do/check/act — but clearly the training among managers now needs to focus more on the last two. In addition, in an environment where safety is paramount, everyone should have been trained on the symptoms of “groupthink” and how to avoid the excess discounting or ignoring of negative external safety information. Key question — If Toyota’s training was more effective, would the managers involved have been more successful in convincing executives to act on the negative information received?
3. Hiring — The purpose of great hiring is to bring on board top-performing individuals with the high level of skills and capabilities that are required to handle the most complex problems. Poorly designed recruiting and assessment elements can result in the hiring of individuals who sweep problems under the rug and who are not willing to stand up to management. Key questions — Did Toyota have a poorly designed hiring process that allowed it to hire individuals who were not experienced in the required constructive confrontation technique? Were their hires poor learners that did not change as a result of company training?
4. The performance management process — The purpose of a performance management process is to periodically monitor or appraise performance, in order to identify problem behaviors before they get out of hand. If the performance measurement system included performance factors to measure responsiveness to negative information, Toyota wouldn’t be in turmoil today. Key questions — Was the performance appraisal and performance monitoring process so poorly designed that they did not identify and report groupthink type errors? Did Toyota’s famous high level of trust of its employees go too far without reasonable metrics, checks, and balances? Did HR develop sophisticated metrics that produced alerts to warn senior managers before minor problems got out of control?
5. The corporate culture — The role of a corporate culture is to informally drive employee behaviors so that it closely adheres to the company’s core values. Because these errors occurred under difficult driving conditions, it’s hard to blame the production group, which has a well-known reputation for Six Sigma quality in its construction. The negative reports came to functions like government, risk analysis, corporate and customer satisfaction. As a result, it is the culture within the corporate offices that need to be more closely monitored rather than assuming that the culture was aligned. It appears that the corporate culture created leaders so concerned with “saving face” and so adverse to negative publicity, that they for years postponed making the announcement of a massive recall. Key questions — Did HR’s failure to measure or monitor the corporate culture contribute to its misalignment? Was the corporate culture (the Toyota Way) so biased toward positive information that employees learned not to make waves, in spite of their professional responsibility to be heard on safety issues?
6. Leadership development and succession planning — The purpose of leadership development and succession planning processes are to ensure that a sufficient number of leaders with the right skills and decision-making ability are placed into key leadership positions. It is likely that the leadership development and the promotion process both failed to create and promote leaders who were capable of confronting problems and making difficult decisions. Key question — Was the leadership process at Toyota so outdated that it produced the wrong kind of leaders with outdated competencies, who could not successfully operate in the rapidly changing automotive industry?
7. Employee Retention — The purpose of a retention program is to identify and keep top performers and individuals with mission-critical skills. Key question — Did the retention program ignore people that brought up problems and as a result, did these whistleblowers often leave out of frustration?
8. Risk assessment — Most HR departments don’t even have a risk assessment team whose purpose is to both identify and calculate risks caused by weak employee processes. Clearly HR should have worked with corporate risk management at Toyota in order to ensure that employees were capable of calculating the long-term actual costs of ignoring product failure information. Key question — Should HR work with risk-assessment experts and build the capability of identifying and quantifying the revenue impacts of major HR errors, including a high hiring failure rate, a high turnover rate among top performers, and the cost of keeping a bad manager or employee?

Final Thoughts from John Sullivan

Toyota’s problems are not the result of a single individual making an isolated mistake, but rather due to a companywide series of mistakes that are all related to each other. So many corporate functions were involved, including customer service, government relations, vendor management and PR, that one cannot help but attribute the crash of Toyota to systemic management failure. Unfortunately, in this case, the famous Japanese saying is true. “The nail that stands out” was not encouraged to be different, but instead it was “pounded down” to conform.

The key lesson that others should learn from Toyota’s mistakes is that HR needs to periodically test or audit each of the processes that could allow this type of billion-dollar error to occur.

For more staff management advice and HR ideas you can join our mailing list or get your HR templates and Employee Retention information now.

Kind regards,

HRwisdom Support

In today’s HRwisdom blog post, we share some staff management advice from Susan Cramm, a regular writer for the Harvard Business Review’s online service.

In her latest article, Susan shares some excellent ideas on how to lead people by not making assumptions about our people.

The article draws on IT examples but the information is applicable across all businesses and industries…

Susan Cramm:

Question: When working with IT, how can you tell the difference between an introvert and an extrovert?

Answer: The extrovert looks at your shoes.

We label people. Everyone does it.

Labels are convenient. And they are dangerous.

Labeling people puts them into little boxes and constrains the possibilities that might arise from the relationship.

As a case in point, consider our smallest boxes — those each of us squeeze into when we are with our parents and siblings. For a moment, imagine that our father is “fun,” our mother “selfish,” our sister “talkative,” and we are “smart.” No matter what age, when with our family, we settle into our assigned roles. Consequently, unless we work to consciously redefine the relationships, we will never understand what is behind our father’s laugh, why our mother is constantly looking for what she doesn’t have, and why our sister needs more attention.

Seeing others for who they really are, in their splendor as well as their shortcomings, requires conscious effort. And it is work that is well worth doing — from a personal and professional perspective. As you renew your leadership agenda, be sure you renew the working relationships necessary to make it happen. To do so, put the following in action:

• Assume the best in others. Everyone comes to work to do the very best job they can. Beyond what you see at work, they are someone’s son, daughter, sister, brother, mom and dad. They pay taxes, coach their kid’s soccer team, and cook meals for neighbors in need. If someone wants to turn right when you want to turn left, it isn’t that they “don’t see the big picture,” “are unmotivated,” or “disorganized.” Most likely, they have goals, pressures, and experiences that differ from yours.
• Understand what makes them tick. It constantly amazes how we live in the world of “me” and try to collaborate and influence people we hardly know. If you want to develop strong working relationships, you need to humanize others by understanding their background, dreams, job objectives and obstacles (email Susan to get a copy of a stakeholder analysis worksheet that she uses with her clients).
• Serve their needs. You have to help others before you can ever expect that they will help you. Go the extra mile and do the unexpected extras. Help them, praise them, share with them, and introduce them. Make sure they see their reflection in your leadership agenda by incorporating “what makes them tick” in shaping the “how” and “what” of your plans and approaches.
• Accept responsibility. When problems arise, look in the mirror rather than out the window. Since this self-examination threatens even the most secure egos, make it easier by soliciting feedback early and often. This will allow you to make small, relatively private adjustments rather than large, public apologies.
• Assume the best intentions. Reinforce this behavior (for yourself and your team) by describing the behavior and motives of others in the most positive way possible. For example, replace, “The IT folks are ignoring our needs!” with, “The IT folks are obviously busy, so we need to help them by making sure our initiative delivers value.” Complaining about others reduces your power and turns you into a victim. Positive framing focuses on what can be done rather than who is to blame.

Labeling people puts them into ugly little boxes and constrains the possibilities that might arise from the relationship. At the end of the day, casting negative attributions on the behavior and character of others only serve to limit you.

Break through labels by shifting your mindset. Substitute humility for hubris. Replace conviction with curiosity.

Looking For More Information?

To keep up to date with excellent staff management advice and the latest HR advice and tools, be sure to join our mailing list via our home page and keep checking back to this blog for updates.

Kind regards,

HRwisdom Support

Yes, we know it is only November but at HRwisdom we are always encouraging our members to be proactive . . .

So, in today’s HRwisdom blog post, we are sharing with you – how to be smart when it comes to preventing headaches of the legal and management kind after the work Christmas party.
 
Festive season functions are great for team-building and rewarding staff. However, when staff let their hair down in the spirit of the season – especially when alcohol is added to the mix, anything can happen – and unfortunately sometimes does.
 
Harassment
 
Employers can be liable for inappropriate statements and conduct that occurs at work-related Christmas celebrations. Such conduct can amount to sexual harassment or other forms of harassment (such as racial harassment). Particular danger areas include ‘Kris Kringle’ gift giving, joke staff ‘awards’, and skits/performances that may offend certain groups.
 
Occupation Health & Safety
 
Employers also have responsibilities to ensure the safety of all employees at work-related Christmas functions by taking steps to prevent inappropriate conduct, including:

• Hnsuring responsible service and consumption of alcohol together with appropriate quantities of food and non-alcohol beverages.
• Having a code of conduct and drug and alcohol policy in place prior to Christmas functions and reminding employees of those policies before the function.
• Training employees and managers in relation to the standard of conduct required at work functions- making appropriate transport arrangements if alcoholic beverages are served.
• Having appropriate monitoring and supervision at the party.
• Having a complaints process- taking appropriate action if issues arise.

These steps promote compliance with OH&S obligations and can help to minimise workers compensation claims, breach of OH&S obligations, and other legal claims such as sexual harassment.

It is also important to have clear policies and procedures governing the conduct, behaviour and expectations of employees at Christmas functions to enable the employer to take disciplinary action against non-complying employees in appropriate cases.
 
For the above reasons it is of the utmost importance for employers to prepare for Christmas functions because it is easier to take appropriate steps before the function to avoid Christmas party fiascos than having to deal with any aftermath.
 
How can HRwisdom help?
 
The HRwisdom Library includes a number of documents which can assist members to minimise the risks associated with work Christmas functions. Those documents include Christmas Party Letter to Employees, and a number of policies such as the Drug and Alcohol Policy; Code of Conduct; Anti-Discrimination & Equal Employment Opportunity Policy; and the OHS General Policy.

Kind regards,

HRwisdom Support

At HRwisdom, our focus is on sharing practical, useful staff management information and tools.

In today’s HRwisdom blog, we’ll share with you some excellent advice from the Harvard Business Review which may help you in difficult work situations. This will help you build upon the recent release of the 30 scripts to manage difficult employees.

The difficult employee scripts have proven very popular with HRwisdom members as they now have the exact words to use in a variety of situations with difficult staff such as the employee who:

• Is constantly late
• Keeps talking and interrupting others
• Is insecure about their job
• Is overly emotional at work
• Is producing poor results
• Has a bad attitude that is affecting other team members
• Is reluctant to delegate
• Makes offensive comments
• Can’t seem to learn from their mistakes
• Says Yes, then does nothing
• Flatly refuses your request
• Does not respond to you at all
• Acts inappropriately
• Has been technically careless
• Is struggling with project planning

In today’s HRwisdom blog post, we refer you to an excellent posting from the Harvard Business Review blog which may help you in difficult work situations.

The Harvard Business Review post by Jodi Glickman Brown offers help on an interesting angle: how to ask for help without looking stupid. This is important because:

Jodi Glickman Brown: “…learning how to ask for help – and how to do it right – is critical to doing your job well and setting yourself up for success.

You may be afraid of looking dumb, but to be afraid to ask for and get the help you need is inexcusable, especially when the stakes are high. Asking for help in the workplace is a good thing. In fact, asking for help the right way can show how smart you are: it demonstrates that you’ve got good judgment and shows that you know what you know and what you don’t know. Moreover, getting help up front saves endless time, energy and resources on the back end; in the Madoff case, it could have saved billions of dollars and immeasurable heartache.

Of course, it’s not just asking for help — it’s asking the right way. I recently coached a young man in commercial real-estate who relayed a conversation he had with his boss about starting a new regional initiative for his firm’s brokers. Several times he asked, “How should I do this?” or “How should I think about this?” I cringed every time.

Instead, think about the following strategy to get the best answer — and show how smart you are — the next time you ask for help:

Start your question with what you know. Do your homework first. Get enough background information to put your issue or problem in context. Give the other person an idea of what you’ve completed to date or what you know already and then proceed to explain what’s outstanding, where or how you’re struggling, or what you need help with.

Then, state the direction you want to take and ask for feedback, thoughts or clarification. Form an opinion on what you think the answer should be. Don’t just ask, “How should I reach out to the brokers?” Instead propose a course of action and get your boss’s feedback: “I’m thinking of sending out a mass email to the brokers but I’m not sure if that’s the most effective format…what do you think of that approach?”

If you don’t know the direction to take, ask for tangible guidance. Instead of asking “What should I do?” ask specifically for the tools you’ll need to make that decision yourself, such as a recent example of a similar analysis or a template for a given task. Or, ask for a referral to someone who has worked on a similar initiative or project in the past.

In the vast majority of cases, you’ll get a lot further in your career by asking the tough, smart questions.”

 Scripts to manage difficult employees.

HRwisdom Support

The Fair Work Act has led to many headaches and concerns in businesses all over Australia. The clock is ticking and the countdown has begun for the major changes to employment law which will directly affect you and your employees.

As part of our ongoing commitment to helping Australian employers manage their staff even better during these challenging times, we recently provided our free subscribers with the opportunity to ask your own specific Fair Work Act questions to our guest expert, Ron Jones.

As a very experienced and knowledgeable management consultant, Ron is heavily involved in resolving IR and HR issues for organisations struggling to cope with the ambiguities of the Fair Work Act changes.

Ron has studied the changes and believes there are two major areas of concern: a new set of National Employment Standards and the award modernisation process.

Specific Fair Work Questions Answered

You may want to know:

• Does the Fair Work Act apply to us?
• We already have an employment agreement in place – can’t we just keep using this?
• Does this mean that our letters of offer and employment contracts no longer apply?
• What exactly do we need to do before 1 January 2010?

What Were The Questions Answered?

To see the Fair Work Act questions answered by Ron, all you need to do is to scroll down to the Comments section of this specific blog posting (if you can’t see the Comments section at the bottom, you may need to click on the top title of this post first).

Share Learnings With Colleagues

Do let your friends and colleagues know about this set of questions and answers. They’ll benefit from Ron’s insights and the whole HRwisdom community can learn from the online HR discussion. The link is:

http://blog.hrwisdom.com.au/2009/10/fair-work-act-questions-ask-an-expert/

Remember that there have been many additions and updates made to the HRwisdom HR documents for the Fair Work Act. You can access the documents now here: HR Advice.

Kind regards,

HRwisdom Support

Something unusual has us a little worried here at HRwisdom and it relates to workplace bullying and workplace harassment: Why Your Business Can Be Sued Because Your Employees Listen To The Radio (Anywhere – Anytime)

NOTE: Find an answer for nearly any staff management issue in the HRwisdom Library.

A popular radio station recently ran a competition which, in a nutshell, is asking listeners to nominate the most annoying person in their workplace.

Here’s the promotional text from the radio station:

“Has someone done something stupid in your workplace? We want to know why one of your workmates is a dead set tool!

They might have an annoying trait that drives you up the wall…or tell stupid jokes and stories that aren’t really funny… or they might have done something…well very embarrassing.

Now’s the time to dob in your workmate – so tell us why you think your workmate should be the *RADIO STATION/SPONSOR* Workplace Tool of the Month.

YOU could win a $1,000 PRODUCT PRIZE TYPE A or PRODUCT PRIZE TYPE B thanks to *SPONSOR*…plus the Workplace Tool won’t go empty handed either…he/she gets the crown of being Workplace Tool of the Month winning a $100 gift voucher…plus being popular at work…NOT!”

Here’s a question to ponder: Is the employer accountable under Australian EEO (Equal Opportunity) law?

The law says that the employer, whether an individual or company, will be liable for discrimination or harassment that the employer causes. This is called Primary Liability. Primary liability will be incurred either through the actions of the individual employer, or in the case of a company, through the actions of its chief executive officer or managers.

An employer can also be liable where he or she, or in the case of a company, the managers, ignore discrimination or harassment that is happening in the workplace.

The employer will also be liable for the discrimination or harassment caused by its employees.

This is called Vicarious Liability.

There can be huge fines and penalties for liability and such claims tend to become more common during down economies as employees become nervous about job security.

If the employer can show that it took reasonable steps to prevent the discrimination or harassment occurring, then the employer may not be liable.

Next Question: Do any of your employees ever listen to the radio at home, at work, in the car, on the train, etc?

If so, we strongly urge you to ensure you have taken reasonable steps to prevent employee discrimination, workplace harassment and workplace bullying in your organisation right now.

Sounds silly? Not if you’ve saved yourself a legal headache when a claim arrives…

Kind regards,

HRwisdom Support

ps. Remember, You can always find an answer for nearly any staff management issue in the HRwisdom Library.