| View this email online if it doesn't display correctly |
|
|
|
Newsletter #86 March 5, 2020 |
| 2020 Spring Conference
The Westin Harbor Golf Resort and Spa Sunday May 17th - Tuesday May 19th
Registration will start March 3rd
With warmer temps around the corner, the Georgia Employers' Association's Spring Conference will be approaching soon! Don't miss out on this year's theme "2020 Vision: A Decade for Change". This conference offers valuable networking opportunities and an array of expert speakers that will provide you with new insights and successful strategies to help start your decade for change. Registration starts next week February 12th. Mark your Calendars and don't miss this year's spring conference. We will have discounted opportunities on Golf or Spa treatments on Sunday May 17th.
Scheduled Speakers and Topics - Mel Haas - Welcome and Politics in the Work Place
- Alyssa K. Peters - Mock Deposition
- Jason Logan/Claire Cronin - Workers Comp Presentation and Panel and Q&A
- W. Jonathan Martin II - Legal Updates
- Jeff Thompson - Top Ten mistakes on Payroll
- Norred and Associates - Active Shooter Training and Scenarios
- Chris Miller CAO of KIA Motors Manufacturing Georgia
- More speakers and topics to come
|
| | Strategic HR Leadership Series Workshop
Leading Your HR Function to Deliver Positive Business Outcomes:
A Seven-Part Strategic Leadership Series for HR Leaders and Managers
Classes Start March 13th
Location: Great Macon Chamber of Commerce Time: 9 am-12:30 pm Instructor: Pete Tosh *Sessions may be taken as individual workshops or combined with other series segments to fit the specific needs of attendees.
How You Will Benefit?
HR professionals are expected to deliver outcomes aligned with and supportive of their organizations’ business plans. This Workshop Series will: - Introduce multiple HR ‘best practice’ initiatives within the six core disciplines of HR
- Provide you with employment law updates
- Allow you to interact with and learn from other HR professionals
- Place an emphasis on and assist you in developing a personal follow through action plan that you can apply onthe job
Who Should Attend? - HR Managers New to the Field – Comprehensive view of the six core HR disciplines and a legal update
- Experienced HR Professionals – Fresh ‘best practice’ techniques utilized by GE, Ritz-Carlton, Disney, etc.
|
| | What does coronavirus mean for employers? By Sarah Phaff Attorney at Constangy, Brooks, Smith and Prophete, llc /Atlanta Office
The new coronavirus disease (COVID-19), which according to The Centers for Disease Control and Prevention was first detected in Wuhan City, Hubei Province, China, has been dominating the news this year – and for good reason.
As of yesterday, the CDC reported that an outbreak of this respiratory disease has been detected in 50 locations internationally, including about 14 confirmed in the United States. In January of this year, the World Health Organization declared the outbreak a “public health emergency of international concern.” This constantly evolving situation has left employers with many questions about what to expect.
What exactly is COVID-19?
According to the CDC, “the virus which causes this respiratory disease is named ‘SARS-CoV-2,’ and the disease it causes has been named ‘coronavirus disease 2019’ (abbreviated ‘COVID-19’).” The WHO describes coronaviruses as “a large family of viruses that cause illness ranging from the common cold to more severe diseases.” This novel coronavirus is a new strain that was not previously identified in humans. The CDC says that the complete picture regarding the scope of COVID-19 is still unknown, but the confirmed and reported cases range from mild to severe, including some reported cases of death. For more information about the coronavirus, you can visit the CDC here, or the WHO here.
What should employers consider?
|
| | | Most of Us Gravitate Toward Applicants Like Us–But That’s Not the Objective by Pete Tosh, The Focus Group
The importance of an organization’s Interviewing & Selection process can’t be over-stated since it significantly impacts everything of importance - employee engagement, culture, productivity, customer satisfaction, growth & profitability. Gallup recently stated that the most important decisions a company makes is who they interview & select to be their managers.
And, of course, the effectiveness of that process can be no greater than the quality of the interviews themselves. Sometimes there is an assumption that because a person has the title of manager, he/she knows how to conduct effective interviews and make appropriate hiring decisions.
Unfortunately, many managers have to learn to interview by trial & error – struggling through their first experience interviewing & continuing to repeat whatever approach they used in future interviews. They have not been afforded the opportunity to learn a proven, step-by-step interviewing and selection process.
Just as an organization’s success is significantly influenced by the people it employs, a manager's success is largely dependent on the performance of his/her team. Being able to effectively interview and select team members is a critical skill for any manager. And the further a manager's career progresses the greater the need for this skill. So, lacking effective interviewing skills can limit a manager's career advancement.
Some experts say that "the typical interview - conducted by an untrained interviewer - is often no better than chance at predicting how an applicant will perform on the job. Interviewers need a proven methodology for obtaining relevant information & assessing it – they need to know what to look for & how to gain that information.
Below are four proven interviewing best practices:
#1 Having a thorough understanding of the position’s specifications: As obvious as this seems, some managers fail to take the time to identify the specific job criteria needed to be successful in the opening. The objective of an interview is to identify a candidate who can & will effectively perform the job - while fitting into the organization:
- can do’s: the competencies needed to carry out the job’s responsibilities – required skills, abilities & types of experience
- will do’s: what candidates need to be willing & motivated to do - travel, work shifts, initiate sales calls, etc.
- fit factors: the ability to work cooperatively with his/her manager, co-workers, customers, etc.
“If you don’t know where you are going, any road will get you there” C. Frank Baun
#2 Reviewing the candidate’s resume & application before the interview: Look for gaps in time, the frequency of job changes, salary history, reasons for leaving past employers, etc. Reviewing these documents allows the interviewer to:
- form preliminary impressions of the candidate
- identify issues of relevance to the vacancy
- prepare a few questions to probe the key points of interest within the candidate’s application & resume
“The closest a person comes to perfection is when they prepare their resume” Stanley Randall
#3 Utilizing behavior-based questions to determine the candidate’s qualifications: Seek specific examples of experience pertaining to the position’s specifications because descriptions of past behavior are effective predictors of the candidate’s future behavior. Behavior-based questions allow the interviewer to project future job performance based on actual past behavior vs. relying on intuitive feelings. A candidate telling you that they have successfully led a team of employees only tells you that that is what the candidate thinks you want to hear – insist on names, dates, places, events, outcomes etc.
- describe a time when you dealt with a difficult customer …
- give an example of a significant project you completed when you were given a tight deadline …
- share with me what you have you done in a past job that saved the company money …“I know of no way of judging the future but by the past” Patrick Henry
#4 Creating an interview atmosphere that encourages the applicant to do most of the talking. About 80% of the interview time the candidate should be answering questions related to the position specifications. Interviewers should feel that when they speak, they are interrupting & interviewers should interrupt only to probe, clarify, encourage or re-focus the candidate back to a position specification.
“There are several protections against hiring the right person & not asking the right questions is the surest” Mark Twain
Because the interviewing & selection process is so critical to both managers & their organization’s success every interviewer in your organization should be skilled in using a practical, proven & legal step-by-step interviewing process.
|
| |
| GEA Training First Quarter 2020
Webinars
GEA will begin offering Webinars in the 1st Quarter of 2020. More Information to follow and here are some of the topics being considered. Please let us know what topics you would like to see offered.- Toxic Employees - Pete Tosh
- Legal Updates with Jonathan Martin
- Workers Comp Updates - Claire Cronin and Jason Logan
- Motivating Employees in a Multi-Generational Environment - Buddy McGehee
- GEA Training Opportunities - TBD
Strategic HR Leadership Series - Pete Tosh, The Focus Group (Registration cutoff March 5th)
Leadership Training Series - Juandell Wilson Humphries Consulting, Inc. (Class is Full) |
|
Georgia Employers' Association |
|
|
| |
|
