Pack of SIX : Best HR Trainings by Pete Tosh

Managers sometimes attempt to fix this type of problem by addressing a toxic employee's attitude.
And while a toxic employee's attitude certainly affects his/her behavior, managers usually find that
controlling an employee's attitude is next to impossible.

Clever toxic employees:

• Utilize their technical expertise to intimidate & manipulate
• Know who to flatter & who they can abuse
• Turn their toxicity on & off depending on the impression they want to make

Unfortunately, organizations can work against themselves & even promote toxicity by:

• Restructuring his/her job to accommodate a toxic employee
• Tolerating toxic employees who have valued expertise
• Not assertively seeking employee feedback as to whether there is toxic behavior in the
  workplace
• Not communicating to all employees the specific interpersonal behaviors that will not be
  tolerated -with the associated consequences

Managers can be much more effective by:

• Discussing the specific behaviors that are negatively impacting other employees and/or the
  organization
• Using positive & negative consequences to influence that behavior

The role of the HR business partner is more important than ever, now that there are more demands on HR to add value. And more leaders are realizing that by making better use of their employees, they can better achieve the profitability goals of the business.

In addition, more of the transactional HR work is being outsourced, so HR is not only able to focus more on the strategic side of the business, but is also being asked to make a strategic contribution and develop people strategies that clearly add value to bottom-line results. This is the role of the human resources business partner.

A strategic HR business partner works closely with other business leaders influencing strategy, steering its implementation, and making the best use of the organization's people. The HR business partner role is more of a consultative role. Human resource business partners have clients within the organization to whom they provide services and build relationships focused on the vision and objectives of the organization with much less focus on compliance and administration.

One can easily argue that effective performance appraisals, coaching &counselling are more important in today’s business environment than ever due to:

• Escalating competition & enhanced customer expectations
• Technological changes requiring continuous skill development
• The need to maximize employees' potential within lean organizations and have all employees focused on their job and the company's priorities
• Higher expectations of employees for career development

Human Resource Departments have traditionally been concerned with the processing of transactions and administrative functions - often with little or no objective data to provide them feedback on:

• the effectiveness of their HR processes
• or the contribution that these processes are making to the organization's business strategy

However, many senior corporate executives are no longer satisfied with this scenario - they want HR to prove its value and effectiveness through objective data.

Human Resources metrics allow HR professionals to:

• be seen as business partners who are customer focused, strategic and change oriented
• make greater contributions to their business’ strategic and operational plans
• speak the 'language of business'
• gauge whether they are satisfying the needs of their internal customers 
• make continuous, meaningful improvements to HR processes
• show that they are not afraid of measuring their contribution
• avoid being outsourced

Fortune 500 companies and small family businesses alike share a business need - insuring that  they have the talent necessary to effectively lead their organizations in the future. One of the  most significant contributions a leader can make is insuring his/her business' continuity and  sustainability - by having employees who are willing and capable of filling each key position with a plan for doing so when the need arises.

Succession Planning is a:

• deliberate, systematic process of anticipating the need for talent and ensuring that the
  necessary employee competencies and experience are available when needed in the
  future
• a strategic approach for avoiding an undersupply of talent, enhancing the organization's
   current talent pool and meeting its future needs

Not having a Succession Plan can be costly and sometimes disastrous; it's expensive to recruit, interview, select, on-board and train a new leader and significant opportunity costs are incurred when a key job is not being performed.

Few managers would disagree with the idea that their Recruiting, Interviewing and Selection process significantly impacts all aspects of their organization's performance - including its profitability. Organizations need quality candidates and managers need to know how to identify those candidates who have the competencies that meet the job requirements.

This webinar will provide the participants with the skills and a practical, proven step-by-step approach to the interviewing process that participants can utilize themselves and/or introduce to their organizations

The effectiveness of the Recruiting, Interviewing and Selection process can be no greater than the quality of the interviews themselves. Interviewers need to know how to follow a proven methodology for obtaining relevant information from applicants and properly assessing it. Interviewers need to know what to look for and how to gain that information. The objective of an interview is to identify candidates who can and will effectively perform the job - while fitting into the organization.

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. Too frequently interviewers follow one of the following interviewing approaches Eyeball Interview: 'I knew the minute I saw her she couldn't handle the job'.

Friendly Chat: 'A pleasant experience talking about sports, the weather, mutual acquaintances, etc.'

Random Interview: 'Asking a random series of questions with no job specifications in mind'.

Since a human tendency is to like applicants who are like us, a very important step for interviewers is having a thorough understanding of the position’s specifications. As obvious as this seems, some interviewers fail to take the time to identify the specific job criteria needed to be successful in the vacancy. But if we don't know where we are going, any road will get us