For nearly 30 years Homer Simpson has been a big part of Sector 7-G at the Springfield Nuclear Power Plant. We can only assume the plant’s billionaire owner, C. Montgomery Burns did not have a very thorough background process. We’ve seen Homer involved in countless accidents, that have even resulted in the death of a co-worker. (Rest in Peace Frank Grimes.)
It’s not just pre-employment background checks that Mr. Burns (or any employer) should be concerned about. Employment Background Checks should be done annually to ensure the safety and well-being of everyone on the team. Pre-employment screenings are encouraged to avoid any potential problems, but as time goes on, you never know what issues may develop. Case in point…
While making the rounds one day at the plant, Homer is distracted and crashes his cart into a radioactive pipe. This action led to his immediate dismissal. However, Homer can be a convincing guy and after promising to clean up his act (and expose the plant) he is hired back as a safety supervisor.
But don’t let that title fool you. A more consistent watch of Homer by Mr. Burns and his management team would recognize more inconsistencies in safety. Homer has fallen asleep on the job more than once. One time his mid-afternoon nap resulted in him pressing the self-destruct button on the T-437 Safety Console he is supposed to be manning.
We’ve seen Homer steal from the workplace too. He has a collection of items that still have the Property of Springfield Nuclear Power Plant stamped on them. Homer has also been quoted as saying, “Another day, another box of stolen pens.” It’s this kind of behavior that could be quelled with better supervision and the use of annual background checks on current employees.
Homer’s work ethic seems to be lacking too. He’s never stayed particularly loyal to Mr. Burns. Homer has tried his hand at being an astronaut, a country music producer/manager and a voice over artist for a cartoon dog named Poochie. Could Mr. Burns just be desperate for the cheap labor or are their redeemable qualities in having Homer Simpson on the payroll that we’re not seeing?
We d’ohn’t want you to make the same mistakes Mr. Burns has made with his hiring of Homer Simpson. MBI Worldwide’s motto is Good Screening is SMART Business.
For quick, compliant and reliable background checks, contact MBI Worldwide at 1-866-275-4624.
Are your employees often late, or have had a few too many absences? Maybe it’s because you haven’t clearly defined what’s acceptable and what’s not. It’s up to management to set clear attendance expectations and take action when employees push the boundaries.
Here are some ways you can clearly define the dos and don’ts of your attendance policy, so that everyone in the company is on the same page.
1. Set clear expectations.
If you’re OK with people leaving the office when their work for the day is done, say so. However, if your staff needs to be in the office for a certain length of time each day, then you’ll need to set specific work hours and inform your entire workforce. If you want to give your employees some leeway, then set clear definitions on what is considered “late.”
2. Define paid vs. unpaid time off.
If your company offers employee paid sick or vacation days, explain your policy for requesting time off, including any deadlines or restrictions. You should also define the terms and conditions for paid holidays.
3. Create a disciplinary policy, and stick to it.
Your policy should be documented in your employee handbook, so that every employee is fully aware of the rules. In addition to documenting the policy, be sure to explain disciplinary procedures when employees violate the policy. After your employees have received the policy, ask them to sign an acknowledgment document indicating that they read and understood the policies.
4. Get your employees on board.
Your employees will be less likely to feel singled out and resent your attendance policy if it’s consistent company-wide. Take the time to talk to your employees about the importance of an attendance policy. Explaining how their absence affects productivity and objectives can help them understand where you’re coming from.
5. Walk the walk.
If you’re late every day, leave early once or twice a week and miss work regularly, you’re giving unspoken permission to your staff to do the same. Not acceptable? Then it’s time you consider creating a written time and attendance policy that all employees-including management-are expected to adhere to.
Tracking employee attendance is important to your business. A well-developed time and attendance policy can help you get back to the business of business, instead of constantly addressing issues of tardiness and absenteeism.
Probably one of the most difficult situation for manager of a family owned business is when the need arises for you to give a friend or family member negative feedback, put them on a performance plan, or discipline them. So how do we keep things from getting personal? Here are four tips to help you get though those difficult conversations.
- Be honest and timely. You might be tempted to put off this impending responsibility, but putting off the inevitable is just going to cause you more anxiety. It’s better off if you confront this situation honestly and quickly.
- Prepare. The best way to make sure that this conversation goes as smoothly as possible is to prepare ahead of time:
- Review the details: Why exactly are you having this talk? Have you noticed the quality of their work has suffered lately? Have other employees registered complaints? Is this about a specific incident that was reported? Have your facts straight and have several examples ready (if applicable). The more information you have, the easier it will be to keep your dialogue focused on work.
- Have an objective for your conversation. What is your desired outcome to this conversation? Do you need to get them to sign a Performance Improvement Plan? Do you need to make sure they understand certain feedback? Knowing this ahead of time will help you to keep the meeting on track.
- Do not tell anyone else, besides your own manager and/or HR about this talk, especially not your mutual friends or family. One way to make this situation worse is discussing it with people that you both know. Imagine how you would feel if you found out that everyone you work with knew about a problem you were having at work and talking about it behind your back? If your friend or family member wants to talk to others about it after your conversation is over, leave that decision up to him or her.
- Be direct, professional and empathetic. Remember, not only are they receiving negative feedback or disciplinary action, but they might feel even worse knowing that their friend AND boss is disappointed. Stay on task and be professional. If you start to feel the conversation is getting too personal, remember your objective. Be sympathetic, but don’t let it keep you from accomplishing your goal before ending the conversation.
- End the conversation once your objective has been achieved. Don’t drag on the meeting, which is likely to make you both uncomfortable. Resist the urge to apologize to them or nag them about how they are feeling. Let them be in charge of their own next steps.
No matter your industry, the following five tips can help keep you and your employees healthy and productive.
1. Hire Smarter
Hiring qualified, experienced employees can dramatically reduce the number of workers’ compensation claims that are filed. Qualified employees not only know how to properly perform their jobs, but they also know the safety measures to follow to prevent injuries and accidents. That is not to say that these employees won’t have to ever file a claim, but there is a direct correlation between experience/qualifications and workers’ compensation claims.
2. Clearly define job descriptions
You should make sure that all employees have a thorough understanding of their roles in the company and the responsibilities of their position.
3. Communicate Frequently and Effectively
Don’t underestimate the power of effective communication. Many occupational injuries and illnesses can be prevented through an established communication system.
Creating written protocol for the different tasks associated with a job can go a long way toward reducing accidents.
4. Regular Safety & Health Training
Most small-business owners probably include some kind of safety training for their new hires, but safety awareness is something to be cultivated. You should meet with employees regularly to discuss safety – even if you only employ three or four workers. You can also encourage (or require) that employees attend industry safety workshops and classes, which are often held by professional organizations in your field.
Think about your current employees. Can they…
- Identify the top three occupational hazards in their line of work?
- Detail how they actively prevent accidents from happening?
- Explain the proper procedure for handling workplace accidents?
5. Create Return-to-Work Policies
You’ll want an injured employee to return to work as soon as possible. Accordingly, you should have a written policy in place.
Your policy should have a section discussing transitional work. Transitional work consists of work assignments modified to account for the employee’s injury. For example, if an employee has reduced mobility, you can have them temporarily do computer-based tasks.
Safeguarding your business and its employees from workplace risk is necessary to maintain a secure organization and protect against major bottom-line impacts.
As a business owner, it's normal, and in fact, necessary-to wear many different hats when you're first starting out. But if you want a successful and profitable business in the long run, there comes a time when you need to have HR support.
1. Employment Law
Employment legislation is constantly evolving and changing, and it is hard to keep up with the requirements. However, it is the role of your HR support to stay up to date so that they can provide credible, practical and compliant advice to your business. All it takes is one mistake when hiring or terminating an employee, and you could get hit with a lawsuit. If you don’t know employment law, you could be putting yourself, your business and your reputation at risk.
2. Employee Files
Did you know you need to keep not just one but three files on each of your employees? You need to have an I-9 file, a medical file and an employment file for each member of your team. If you don’t fill out and keep these forms, files and information accurately and in the right place, you could face fines. HR professionals will know what files you need to store, when you need to update them, and where they should go.
3. Handbooks and Policies
Do you have an employee handbook? If not, you should. Even if you only have a few employees, you still need a manual or handbook to lay out the rules, regulations and expectations you have for your employees. Handbooks make it easier for employees to know exactly what’s expected of them, but they can also be used in case of employee disputes.
4. Job Descriptions, Interviewing and Hiring
Many small businesses seem to like the idea of “open ended” job descriptions, but you’re better off telling your employees specifically what you expect of them. You can’t possibly hire the right person if you don’t know the specific job you want them to do. Where do you advertise your openings? What interview questions can you ask? Do you conduct background checks? Drug screens? HR can help you sort it out, make great hires, and protect your business.
5. Performance Management, Documentation, and Termination
Ignoring underperformance and having no written record of it kills your defense that the employee was disciplined, or fired for cause. Have you ever wondered if you can terminate someone? If you aren’t certain, or have not documented performance issues, policy violations or disciplinary action, the answer may be “not yet.”
A good HR professional is there to help you, not hinder you. We don’t want to make your life difficult, but want to see the business succeed and help you avoid the landmines that are out there by virtue of being an employer.