While you do your best to prevent employee turnover, employees will eventually leave an organization—voluntary or not. Whether it’s a spouse’s relocation, different career moves, family obligations, layoffs, or retirement, there are many reasons why employees exit. While these life events can happen in any organization, HR managers can handle employee departures gracefully and use their experiences to fine-tune retention efforts.
The grass is greener on the other side. Employees with this mindset could be close to quitting—if they haven’t already.
When employees leave their jobs, HR managers have to restart the costly dance of recruitment, hiring, and onboarding all over again. With today’s hiring market, evolving labor laws, and overflowing HR tasks, the consequences of employee churn are heavy to bear. Turnover doesn’t just increase onboarding and training costs—it also reduces employee morale and productivity.
Maintaining compliance is a messy and often immense endeavor.
The ever-changing web of regulations and laws have HR professionals balancing benefits management, payroll runs, and leave reporting among other HR policies. At the same time, HR professionals have to stay on their toes with laws like the Affordable Care Act (ACA), the Family and Medical Leave Act (FMLA), Equal Employment Opportunity Commission (EEOC), and more.
Making important decisions about employee benefits, like choosing health insurance packages, can be stressful and overwhelming—for employees and managers alike. New hires may know far less about their benefit options than their HR departments. In modern workplaces, HR leaders have to maneuver different needs and priorities from four generations of employees.
If you hear “performance review,” it may cause some fear and anxiety—for managers and employees alike. Many people encounter stumbling blocks when performance reviews comes around. Overworked HR managers may handle too much responsibilities with little time to guide employees in the right direction. This is where effective performance management enters the picture.
To many of us, payroll is a blessing—but it’s also an HR professional’s heaviest strain. As exciting as payday is, managing payroll continues far beyond processing paychecks.
We know handling payroll can be extraordinarily complex: it must be accurate, it must be efficient, and it must comply with regulations on a local, national, and international level. On top of coordinating day-to-day business operations, recruiting and hiring candidates, and managing growth, HR leaders must follow compliance, and get the numbers right for various taxes and payments.
So you’ve onboarded the best and the brightest. Now what? Your job as an HR leader is not over. A great manager helps employees shape the future direction of their careers.
Yet, some managers neglect sustainable training and development practices. As a result, organizations pay the high price of losing top talent. When you’re short-staffed or overtasked, the burden seems all too real. HR managers face the pressure to take care of essential day-to-day operations, and are often left without time to carve out a long-term plan.
With a lot at stake for effective training and development, HR leaders bear the responsibility of laying the foundation for employee success. But training doesn’t have to be elaborate; it’s a matter of assessing employee skills and needs and guiding them to fill in the gaps throughout their career. If it’s done well, the payoff can be substantial for management and teams alike.
As an HR manager, onboarding new employees means you’re responsible for creating the landscape for newcomers. You’re also setting the course for an organization to succeed and thrive. All that can feel like an arduous task. In a desperate attempt to manage the weight of your work, it may be tempting to pass some responsibilities off to the next busy middleman, or let them fall to the wayside altogether. It’s a story fraught with frustration and inefficiency.
Unfortunately, this inefficiency happens too often when management lacks established processes and the right technology, and instead rely on manual processes or outdated systems. In reality, there are solutions that don’t cost an arm and a leg. With a Human Capital Management (HCM) system, you can effectively manage the employee lifecycle from pre-hire to retire. As new hires enter the mix, it’s crucial to establish a sustainable onboarding experience that contributes to positive performance and productivity.
You’ve probably noticed that the modern American workforce is changing. That may be partly due to shifting cultural priorities, technological innovations, and the addition of more contingent workers. But underlying those new factors is a drive to work faster without sacrificing quality. Nowadays, it’s critical to look for creative ways to meet needs while controlling costs and improving productivity.