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How to Jump Start Leadership within Your Organization

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With Baby Boomers on the brink of retirement, one of the impending issues facing organizations today is the ability to identify leaders. This could be partially blamed on the fact that less than half (48 percent) of UNC’s Leadership Survey respondents reported that their companies have a formal process for developing high-potential employees. Companies looking to accelerate employees to leadership positions should seriously consider developing a formal process. Currently, organizations reported that on average 16 percent of their workforce as being identified as high-potential employees. Creating a leadership development plan could expand organizations talent pools and set them up for greater success.

Who knows your business better than you? No one. That’s why when you take responsibility for developing your own leadership plan, you can ensure that the organizational values are incorporated and reflected in the final product. Before you can begin crafting an effective leadership development plan you must first define what effective leadership looks like in your business. In knowing this, you can decide more easily which program offerings are best.

Follow these five steps to get you started:

Step One: What does leadership look like in your company?

Take a good look around at the leaders in your organization. What makes them successful leaders? Avoid the cliché definitions of leadership such as “team player” and “hard worker.” Think beyond the typical traits we associate with leadership and really find what attributes set these people apart. Find out what really drives them to reach the goals they’ve set for themselves and their departments.

Step Two: What changes do you want to see?

Building a leadership development program for the sake of adding it to your corporate resume is a wasted effort. While it is an added recruiting tool, the goal is to impart leadership skills onto your employees that will enhance their value and improve overall productivity. As a side note, align the changes you wish to see with the current company culture to ensure a positive response.

Step Three: Who will participate?

Although looking to upper level employees to fill leadership gaps makes sense, companies should consider taking a more proactive approach, developing talent across the board. A study by UNC Kenan-Flagler Business School shows positive trends among companies. In fact, ninety-two percent of companies reported that their development dollars are being allocated to all employees, not just their high-potentials. With this strategy, companies are positioning themselves for success when the time comes to fill skill shortages.

Step Four: Let the planning begin

Once you have answered steps 1- 3 you can then begin planning the actual program, and there are several factors to consider:

  1. Length. Weekend trip or weekly training workshop? Consider what makes sense for your business and employee schedules. Also consider time, budget and repeatability. Weekend trips can be fun and engaging but sometimes costly and hard to maintain, so having on-going weekly workshops can be just as engaging for less money.
  2. Materials. What do you need to get your point across? Maybe it’s speakers, written materials, inspirational videos or maybe a combination. Whatever it may be, make sure to include this into your budget planning and scheduling so you have ample amount of time to prepare. If lesson sheets or PowerPoints are options, consider creating generic templates that can be reused to save time.
  3. Activities. Sometimes “doing” is more impactful than telling. It is likely that your employees have sat through plenty of workshops and appreciate a new perspective or delivery. Feel free to get creative. Look here for ideas on fun and interactive leadership activities.

Step Five: How effective were you?

After the conclusion of any new process, an evaluation should follow. Distribute surveys and ask participants to provide feedback about their experience. Keep in mind leadership development is a process, so check back in after six months to see how effective you were.

An internal leadership development program is not the golden ticket, but it is a valuable tool that provides employees with necessary leadership skills. So, as your planning out your next budget, consider investing in leadership and development. When the time comes to fill critical positions, you’ll have a great talent pool to dip into.



Author Bio: As a Human Resource Professional with over 20 years of experience, Jenny has extensive experience in management, mentoring, policy development and recruiting. Jenny's team player mentality and leadership abilities make her an elite HR Director who is always on top of the latest HR trends. She relentlessly directs associates and executives to achieve their maximum potential for both themselves and their companies.

Why HR and PR Need to be Friends

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Why HR and PR Need to be Friends

Today’s tech has created an environment with 24/7 access and instant communication. Anyone, anywhere, at any time can share live company updates, photos and videos to countless followers, media outlets, investors and competitors.

This live and on-demand style of communication directly impacts your HR department, since employee actions and consumer satisfaction can be shared in seconds. Your employees, who directly engage with the brand, instantly can become either a champion or a liability.

Trending for the wrong reasons

Consider the recent heightened awareness around the airline industry’s customer service. With the average flight carrying an estimated 230 passengers, a flight crew may have a few hundred citizen journalists on any given flight. The environment has evolved into a “neighborhood watch” under which every employee action is open for documentation, praise or scrutiny.

Overnight, one of your employees – if not your entire company – can make headlines. Another example is last year’s viral video of an upset Michael’s customer claiming mistreatment at the register. The smartphone footage of the store manager remaining calm and composed through the customer’s anger quickly gained national media attention. The store employee received a wave of positive public support and the attention prompted Michael’s corporate office to release an official company statement on the incident.

Benefits of linking HR and PR

In some cases, like a recent incident with a national airline, once HR relates sensitive information to the PR team, it’s often too late to circumvent less-than-desirable online and media attention. Establishing early lines of communication between the two departments is an advantage not only to the general health of a business, but also to a company’s crisis plan.

Media attention is often generated by unexpected circumstances such as:

  • local and national awards and accolades
  • campus emergency
  • fatality or injury
  • consumers organically praising the brand a.k.a. employer brand lift
  • illegal employee activity
  • successful marketing campaigns going viral
  • destruction from natural disaster, power outage

With the speed and convenience of today’s communication, every interaction with a company can be immediately shared. Because of this, HR and PR should be closely intertwined within the fabric of a company. Individuals often are raised to learn that integrity is what you do when no one is watching. Now, everyone is always watching.

 Empowered employees are the best ambassadors

How can companies better prepare employees to understand the vulnerabilities of this emerging climate? By strengthening the relationship between your HR and PR departments and empowering your employees with the right training, which proactively educates your workforce on potential pitfalls of mobile technology. Your employees, properly trained on the dos and don’ts of online conversations, are now ambassadors instead of liabilities.

In the not-too-distant past, CHROs had little visibility into the market insights of the CCO and CMO. But now, with the growth of social media, today’s savvy executives recognize that their PR and marketing counterparts have a front-row seat to product feedback and how employees are performing in real time.

In order to avoid being tomorrow’s headline fodder, ensure that your HR and PR departments are developing social media and public relations training for your employees. Everyone, from the receptionist to the CIO, needs to be aware that their actions could be displayed to a public audience and even go viral.

We will discuss how HR and PR can join forces to communicate an organization’s value, culture and personality, which plays a key part in company branding and policy in part two of this blog, titled What Happens When HR and PR are BFFs.

Be sure to check out the latest episode of our HR Break Room podcast “Fight or Flight: What HR Can Learn from the United PR Disaster” to learn more about how HR can help prevent negative incidents by working closely with their PR and legal teams, and how to create policies that empower employees to mitigate tricky situations.

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Posted in Blog, Employment Law, Featured, Talent Management


Author Bio: A writer, speaker and business leader, Jason has been the communications pulse for a number of organizations, including Paycom where he is the director of public relations and corporate communications. A featured writer on human capital management technology, leadership and the Affordable Care Act, Jason launched Paycom’s blog, webinar platform and social media channels, helping empower organizations around the nation. Jason is attuned to the needs of businesses and helped develop a tool to aid organizations in their pursuit to comply with the ACA; one of the largest changes in healthcare the country has seen. While working in athletics for ESPN and FoxSports, Jason learned the importance of hard work and branding. In his free time he enjoys adventuring with his family, reading and exploring new areas to strengthen his business acumen.

reverification

Best Practices for Utilizing Section 3 of the Form I-9

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Best Practices for Utilizing Section 3 of the Form I-9

Employers are used to filling out Section 1 and Section 2 of Form I-9 because it’s required for every employee. However, Section 3 – otherwise known as the reverification process– can be a bit mystifying.

Who should be reverified?

Employees with expiring employment authorization or documentation should be reverified to ensure continued authorization to work in the United States. The need for reverification is determined by looking at the List A and List C documents that were presented when the I-9 was initially completed. The work authorization expiration date entered by the employee in Section 1, if any, also should be taken into consideration.

When should the reverification process be completed?

The reverification process should be completed prior to the expiration date of the employee’s authorization or documentation. The expiration date is found in two places: the date provided by the employee in Section 1, and the date recorded under List A or List C in Section 2. If these dates conflict, employers should use the earlier date to determine when reverification is necessary.

The United States Citizenship and Immigration Services (USCIS) recommends reminding employees that their documentation will expire at least 90 days ahead of the expiration date. This gives them time to present a List A or List C document or receipt showing continued work authorization. Paycom’s Document and Task Management system helps to ease the burden on employers by providing reminders 90 days prior to an employee’s reverification date.

When should the reverification process NOT be used?

Knowing when you cannot reverify an employee is important, too. U.S. citizens and noncitizen nationals should not be reverified. Additionally, lawful permanent residents should not be reverified if they provide a Form I-551, Permanent Resident or Alien Registration Receipt card for Section 2. An employee’s citizenship status is found in Section 1, as well as at the top of Section 2. Also, List B documents – even if they expire – should not be reverified.

How do you complete Section 3?

To complete Section 3, simply examine the unexpired documents presented by your employee to determine if they appear to be authentic and relate to your employee. Then, record the document title, document number and expiration date, if there is one. Lastly, sign and date this section. You must use Section 3 from the most recent Form I-9, even if the employee’s original form is an older version.  Likewise, if you previously have completed Section 3 for the employee, you should use Section 3 on a new version of the form and attach it to the employee’s original I-9.

 Other instances in which you can use Section 3

Employers also may complete Section 3 when an employee is rehired within three years of the date that the Form I-9 was originally completed. To complete Section 3 for rehires:

  • Confirm that the original I-9 relates to the employee.
  • Determine if the employee is still authorized to work or if reverification is required by reviewing Section.
  • Enter the date of rehire in Section 3 if the employee’s work authorization is still valid.
  • If expired, request the employee’s valid List A or List C document and complete a Section 3 reverification.
  • Sign and date Section 3.

 

Name Changes

You also can use Section 3 to record when your employee has a legal name change. You are not required to update Form I-9 for name changes. However, the USCIS recommends maintaining correct information on an employee’s Form I-9. Similarly, you are not required to request documentation of a name change from an employee, but it is recommended in order to be reasonably assured of your employee’s identity if the government ever asks to audit the Form I-9.

Paycom’s Document and Task Management solution automates employment verification from within the Paycom system to help ensure compliance and reduce your exposure to audits and penalties from Form I-9 violations. Employees and employers can complete the Form I-9 online, including Section 3, utilize electronic signature verification, and securely store completed Form I-9s and supporting documentation within the Paycom system.

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Posted in Blog, Compliance, Document Management, Featured

Alyssa Looney

by Alyssa Looney


Author Bio: As a compliance attorney for Paycom, Alyssa Looney monitors laws, rules and regulations to ensure that the Paycom software is up to date, specifically regarding immigration law and state law developments in the Western United States. She holds a JD and an MBA from Pennsylvania State University, as well as a bachelor’s degree from Texas A&M University. Outside of work, Alyssa enjoys cooking, being active, playing with her puppy and exploring Oklahoma City.

May the 4th

Disturbance in Your Workforce? May the 4th Be With You

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A short time ago in an employee suggestion box not far, far away, this note from a disengaged employee was discovered.

Dear Management,

Being a real trooper, I’ve faithfully served this empire for many parsecs. But lately, morale here is in the trash compactor. I’m close to “storming” out of here! Here’s why:

  • We don’t feel valued. It’s challenging to work for someone who acts like a dictator. (The black cape? A bit much.)
  • We want a comfortable working environment. These uniforms don’t exactly help. (I have to plan bathroom breaks 30 minutes in advance.)
  • We want to contribute, but we’re afraid the boss will choke us from across the room if he doesn’t like what we say. A little two-way constructive feedback could make a death star-sized difference. 
  • I find our lack of training disturbing. With the literal universe at our fingertips, why do we not have an online learning management system?

A disengaged staff is a real phantom menace. Don’t let this happen; awaken your workforce today with our “What Employees Want” toolkit to help you keep the force in your workforce as strong as possible.

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Posted in Blog, Employee Engagement, Featured, HR Management, Learning Management, What Employees Want

Rod Lott

by Rod Lott


Author Bio: As Paycom’s Creative Services Manager, Rod Lott brings more than two decades of experience in marketing, advertising, branding and journalism. A published author and a graduate of the University of Oklahoma, he has worked with such brands as Blue Cross Blue Shield, Sonic Drive-In and OU.

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