Document, Document, Document! If ever there was a HR slogan, that it would be. However, be careful what you ask for.
There’s no doubt documentation is crucial. Employers keep documentary records to show they are in compliance with applicable laws. However, records often as not, do just the opposite. Because any documentation is not necessarily good documentation. Instead, documentation can often be in reference to or appear, as a fact that serves as proof an employer did not follow the law. Such defensible documentation appears (or shows) that the employer acted improperly in any of a myriad of situations. As we, all know perception is reality to most viewers, including readers of records.
Why Should You Attend:
HR is the advisor and trainer of documentation. Yet they cannot manage every employee in an organization. Employee’s managers are the persons who take (or not) HR’s advice and training and then choose to document properly (or not.)
Forcing managers to document rarely results in good quality documentation but instead often produces incomplete, illogical, and inconsistent documentation. Incomplete, illogical, and inconsistent documentation gives adversary excellent tools to use against an employer.
Areas Covered in this Webinar:
What an employer does document, what it does not document and the manner of use of the documentation are critical elements in determining whether their records show compliance with the law(s) - or not.
Management techniques just don’t always have an answer for the modern challenges managers and HR face. Therefore, documentation might be the only factor that shows an employer in good faith tried to live up to their obligations to their employees and be a fair, non-discriminatory employer.
So everyone; trainer, advisor, user and reviewer of records needs to be trained in the best practices (and worst) practices so they know how to document, when, what, how, and why to document, and just as importantly, how to not document.
Because wherever there are people, there are employee relations issues which can turn into compliance issues.
This webinar will include examples of documentation both good and poor. This webinar will also cover how to persuade your managers to view documentation as important for them as it is to the company.
• The elements of defensible documentation
• The elements of documentation that works against the employer
• What to document
• How to document
• When to document
• What you don’t necessarily need to document
• Understanding the crucial elements of timing, purpose and content. How they work in conjunction (or not)
• Retaliation - how your records often demonstrate that it occurred - even when it did not
• How to get your managers to want to document rather than trying to force them to document
• Examples of good documentation
• Examples of bad documentation
Who Will Benefit:
• Plant Managers
• Department Managers
• Branch Managers
• Store Managers
• HR Generalists
• HR Managers
• Employee Relations Personnel
• Business Owners
Teri Morning, MBA, MS, SHRM-SCP is the President of her own HR Consulting firm, Teri Morning Enterprises and a new company Hindsight HR; employee relations and investigation management software. Morning is also affiliated with HR Performance Solutions as a compensation and performance management vendor. She has over 15 years human resource and training experience in a variety of professional fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit company structures. She has consulted with employers on their problems and trained managers and employees for over 15 years, meeting and working with employees from all types of businesses. In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management. She was certified by the State of Indiana in mediation skills, is certified in Project Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.
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