Latest news with #SocietyforHumanResourceManagement
Business Wire
a day ago
- Business
- Business Wire
Behavioral Health Expert from The Standard to Present on Neurodiversity in the Workplace at SHRM25 Annual Conference on July 1
PORTLAND, Ore.--(BUSINESS WIRE)--Dan Jolivet, Workplace Possibilities practice consultant for The Standard, will present Neurodiversity in the Workplace: Employee Expectations and Employer Obligations on July 1 at the 2025 Society for Human Resource Management annual conference. The SHRM25 event, recognized as the largest HR conference in the world, includes four days of educational sessions, professional development and networking opportunities to help HR professionals elevate their expertise and careers. Jolivet's session will delve into effective strategies to help HR professionals recruit and retain neurodiverse talent, remove stigma associated with cognitive disabilities and ensure ADAAA compliance within their organizations. He will also share practical ways for employers to accommodate neurodiverse individuals at work, helping them to excel and contribute to organizational success. Learning objectives: Gain a comprehensive understanding of the diverse composition and unique needs — and potential contributions — of neurodiverse populations. Recognize and address key compliance considerations related to employing neurodiverse workers. Develop actionable strategies to attract, retain and accommodate neurodiverse employees, ensuring a successful and inclusive workplace. Neurodiversity in the Workplace: Employee Expectations and Employer Obligations Presented by: Dan Jolivet, Ph.D., Workplace Possibilities practice consultant for The Standard Tuesday, July 1, 2025 12:30 – 1:30 p.m. Pacific San Diego Convention Center For more information or to register for SHRM25 visit: To speak with Jolivet about supporting neurodiversity in the workplace, please contact Melissa Wilmot. About The Standard Established in 1906, The Standard is a family of companies dedicated to helping customers achieve financial well-being and peace of mind. We are a leading provider of financial protection products and services for employers and individuals. Our products include group and individual disability insurance, group life and accidental death and dismemberment insurance, group dental and group vision insurance, absence management and paid family leave services, retirement plans products and services and annuities for employers and individuals. For more information about The Standard, visit and follow us on LinkedIn and Instagram.
USA Today
5 days ago
- Business
- USA Today
Do your work hours qualify for benefits? Ask HR
Do your work hours qualify for benefits? Ask HR Johnny C. Taylor Jr. tackles your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world's largest HR professional society and author of "Reset: A Leader's Guide to Work in an Age of Upheaval.' Have a question? Submit it here. Question: I'm a college student who recently took a part-time summer job. For the last two weeks, my employer has relied on me for over 40 hours a week. If I'm working at this rate, should I qualify for full-time benefits? – Gordon As a college student taking on a part-time summer job, navigating the intricacies of work hours and benefits can indeed be perplexing. Let's break this down to provide you with a clearer understanding. First, it's important to note the distinction between full-time and part-time employment isn't universally defined by federal law. Instead, employers often determine their own criteria for classifying employees unless specific state or local laws indicate otherwise. This means your employer may have the discretion to set the parameters differentiating full-time from part-time status. Given that you've been working over 40 hours per week, it's natural to question whether you qualify for full-time benefits. While federal law doesn't offer a one-size-fits-all definition, some regulations could apply depending on your situation. For example, under the Affordable Care Act (ACA), if you work for a company with 50 or more employees, you generally become eligible for health insurance if you consistently work at least 30 hours per week. Additionally, under the Employee Retirement Income Security Act (ERISA), working 1,000 hours within a year may grant you eligibility to participate in your employer's retirement plan. It's worth reviewing your company's employee handbook or consulting your human resources (HR) department to understand their specific policies regarding employment classification and benefits eligibility. HR can clarify the criteria they use to determine whether an employee is considered full-time or part-time and what benefits you may be eligible to receive based on your current work schedule. Balancing work hours and school commitments can be challenging, and it's essential you feel secure in your employment status and benefits. As you continue to navigate this busy period, ensure you take the time to have this important conversation with HR. This will provide you with the guidance you need and ensure you receive all the benefits you're entitled to under your employer's workplace policies. Best wishes, and I hope your concerns are resolved promptly to your satisfaction. More career advice from 'Ask HR': Can a worker be fired without a reason? Question: I've spent my career cultivating relationships with customers, colleagues and vendors. I want to start making a career shift. How can I best leverage my career relationships to aid in my job search? – Dina First, let me commend you on your foresight and aptitude in fostering relationships throughout your career. It's a skill many overlook, but one that can significantly ease the transition into a new role or industry. Leveraging these cultivated connections effectively can provide you with more opportunities than you'd expect. Begin by clearly defining your career goals. You need to have a firm grasp of what you're looking for in your career shift. This clarity not only guides your search but also enables your connections to assist you more effectively. When reaching out to your network, articulate your aspirations clearly: Be specific about the type of roles, industries and environments you're considering. This specificity helps your contacts connect you with relevant opportunities and provide tailored advice. As you prepare to reach out, prioritize genuine reconnection over immediate needs. Contact former colleagues, clients and vendors with whom you've maintained professional relationships. A casual coffee date or a friendly chat can go a long way in reigniting those connections. Use platforms such as LinkedIn to your advantage, but don't neglect traditional avenues like phone calls or in-person meetings. The aim is to rebuild rapport, making it a natural segue when discussing your new career path. Consider expanding your network by joining professional associations within your industry of interest. These groups offer excellent opportunities to meet new contacts, stay informed about industry developments, and even discover unadvertised job openings. Moreover, such associations often host events, workshops and seminars — each a golden opportunity to introduce yourself and your career aspirations to industry veterans. Don't hesitate to lean on your network for advice. People in your circle possess valuable insights and might suggest training programs, workshops, or conferences that could hone your skills further. When asking for advice, acknowledge your contact's expertise and express your appreciation for their guidance. This approach builds trust and may encourage them to go out of their way to support your transition. If you plan to use individuals as references, reach out to them beforehand. Requesting their permission not only demonstrates your respect but also ensures they're prepared to offer the strongest possible endorsement. Remember, networking revolves around cultivating lasting and reciprocal relationships. Your connections can be instrumental now, and your success in your new role may position you to return the favor in the future. A consistent engagement with your network, grounded in sincerity and mutual respect, will allow these relationships to flourish continually. Also, remember: Your career network is dynamic — it's a two-way street, with periods of giving and receiving. Don't hesitate to call upon the support you've nurtured over the years; it's a testament to the solid relationships you've built. Your diligence in maintaining these connections is likely to yield significant advantages over the course of your career. Good luck! Professional advice from 'Ask HR': Can a worker be fired without a reason? The views and opinions expressed in this column are the author's and do not necessarily reflect those of USA TODAY.
USA Today
10-06-2025
- Business
- USA Today
As a supervisor, how do I delegate more to empower my team? Ask HR
As a supervisor, how do I delegate more to empower my team? Ask HR Johnny C. Taylor Jr. tackles your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world's largest HR professional society and author of "Reset: A Leader's Guide to Work in an Age of Upheaval.' Have a question? Submit it here. Question: I was recently promoted to supervisor. While I'm happy to take a step up in my career, I feel somewhat out of place in this role. Watching my staff struggle to do things I can do in my sleep has been hard. How do I improve my ability to delegate tasks and give my team more autonomy? – Safir Answer: Congratulations on your promotion! It's exciting to take the next step in your career, but it's completely normal to feel out of sorts as you transition to a leadership role. Delegation is a skill that takes time, practice, and intention to master. The good news? By taking the proper steps, you can empower your team, lighten your workload, and help your staff reach their full potential. Employee retention: How do I reduce the turnover rate among remote employees? Ask HR Here's how you can improve your delegation skills and foster a culture of autonomy and trust: Understand your team. Effective delegation begins with knowing your team's strengths, skills, and workload. Start by conducting one-on-one meetings to learn about individual areas of expertise and career goals. Observing how your team works together can also give you insights into their communication styles and preferences. This information will help you assign tasks that align with their abilities while providing valuable growth opportunities. Clarity is key. Miscommunication often leads to frustration, so it's essential to set clear expectations from the beginning. When assigning a task, be specific about the goals, deadlines, and desired outcomes. Encourage your team members to ask questions and repeat the instructions back to confirm understanding. This two-way communication ensures everyone is on the same page. At the same time, be prepared for things to go off track occasionally ‒ that's a natural part of learning. These moments are opportunities for coaching and reinforcing a problem-solving mindset, helping your team grow stronger. ◾Focus on support, not control. It can be challenging to step back when you know you could complete the task more efficiently, but trust is crucial to effective delegation. Give your team the freedom to take ownership of their work while remaining available for support. Use tools that enable you to track progress transparently and schedule regular check-ins to stay informed. Rather than micromanaging, ask guiding questions to encourage independent thinking and problem-solving. Your team will perform at their best when they feel trusted. ◾Tailor your approach. Every individual on your team will require different levels of guidance depending on their experience and confidence. Less experienced employees may need more structure and regular check-ins, while seasoned staff members might thrive with more autonomy and broader guidance. Adapting your approach to fit their needs shows that you respect their unique contributions and helps build confidence. ◾Recognize and reflect. Once a project is complete, take time to look back on the process. Provide constructive feedback on what worked well and what could be improved, focusing on specific actions rather than generalizations. Recognition plays a key role in building morale, so celebrate achievements publicly or privately, depending on what motivates each team member. A simple 'Great job!' or acknowledgment in a team meeting can make all the difference. ◾Lead with trust and empowerment. The goal of delegation isn't just to lighten your workload; it's about building a team that thrives on autonomy and empowerment. By allowing your team to learn and grow through their responsibilities, you're cultivating a culture of engagement and trust. This not only benefits your team members but also positions you as an effective and respected leader. Remember, delegation is a skill that improves with practice. By leading with empathy, clarity, and trust, you'll empower your team to do their best work while freeing up your time to focus on broader strategic goals. Leadership isn't about doing everything yourself. The views and opinions expressed in this column are the author's and do not necessarily reflect those of USA TODAY. Terminated? Can a worker be fired without a reason? Ask HR
USA Today
03-06-2025
- Business
- USA Today
Can a worker be fired without a reason? Ask HR
| Special to USA TODAY Johnny C. Taylor Jr. tackles your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world's largest HR professional society and author of "Reset: A Leader's Guide to Work in an Age of Upheaval.' Have a question? Submit it here. Question: While I was working a seasonal job, I was fired just weeks before the term ended. However, my employer never gave me a reason for the termination. My former manager referred me to HR, but I never received a response to my inquiries there. Can I be fired without my employer giving me a reason for the termination? – Leo Answer: I'm sorry to hear about your situation. Being terminated without an explanation can definitely feel frustrating and confusing. While the specifics can vary depending on your location and circumstances, here's some general guidance to help clarify your rights and options. The answer largely depends on the laws in your state or country and the nature of your employment. Most states operate under an 'at-will' employment system. This means an employer can terminate your employment at any time, for any reason (or no reason), as long as it's not illegal (e.g., discrimination or retaliation). However, some states have laws requiring employers to provide an explanation for termination, either verbally or in writing, particularly in cases of involuntary termination. Since your job was seasonal, the terms of your employment may have also been governed by a contract or agreement. If there were specific guidelines about duration or conditions for termination outlined in that contract, your employer should have followed them. While employers may not always be legally required to provide a reason, it's considered best practice to do so. Communicating the reason for termination helps prevent confusion and disputes, demonstrating that the decision was thoughtful and fair. When an employer fails to provide a reason, it can understandably raise concerns. If your former manager referred you to HR and you didn't get a response from them, it's worth taking additional steps to follow up. Here's what you can do: ◾ Contact HR again. Reach out via email or phone to reiterate your request for clarification. Be clear and professional in your communication. ◾ Check your employment documents. Review any offer letters, contracts, or employee handbooks you received when you started the job. These may provide information about termination policies and procedures. ◾ Document everything. Keep records of all communications with your former employer, including dates and times you contacted HR or other points of contact. If you suspect the termination might have been discriminatory or in violation of employment law, you have a few options: ◾ Seek legal guidance. Consulting with an employment attorney can help you better understand your rights and the terms of your contract, especially if you believe the termination was unlawful. ◾ File a complaint. You may be able to do this through your state's labor department or the Equal Employment Opportunity Commission (EEOC) if the termination violated employment laws. While the situation may be disheartening, use it as an opportunity to reflect and move forward. If you're in the job market again, focus on highlighting your skills and experience from that seasonal role, as well as any lessons learned. Regardless of the circumstances, you can take the next step in your career with confidence. Being proactive and informed about your rights is always a good move. If you need further guidance, don't hesitate to seek professional advice or resources in your area. Wishing you the best in your next chapter!
Fast Company
03-06-2025
- Business
- Fast Company
The two kinds of people in the world—and why it matters for leadership
One provocative assertion I often make when teaching is that there are two kinds of people in the world: those who have hearts and those who don't. Students and executives usually chuckle awkwardly at this statement, wondering where I am going. I then share that many leaders look at changing technology and changing markets and realize that a lot of jobs in their companies will inevitably be eliminated within the next few years, and it's not hard to predict which jobs will go away. The question is how the executives react to this realization. Leaders who 'have hearts' experience empathy for those currently in jobs that will be disappearing, seeing individual faces and hearing individual names in their minds. Such leaders think of the men and women in their organizations as flesh- and-blood humans. They worry about employees losing jobs that feed their children, keep roofs over their heads, and provide health insurance, not to mention (hopefully) supplying a sense of satisfaction and meaning. Other leaders see the job elimination through a cooler lens, less concerned for those affected. They embrace 'creative destruction' as a fundamental aspect of how capitalistic systems work. Austrian economist Joseph Schumpeter wrote about the inevitability that new technologies and advancements will destroy what came before. For instance, there used to be great demand for skilled telegraph operators and folks who could add columns of numbers quickly with just a pencil—until more cost-effective technologies devalued those skills. Leaders with this perspective focus not on the hardships of the unemployed but on the numerous new jobs created by the same forces of change. They believe employees simply must adapt or be left behind, and there's no point in getting upset about it—everyone owns their individual career. They see the latest disruptions as just the continuation of the human experience, going all the way back to our hunter- gatherer ancestors. Still others may only care about job cuts for the sake of cost reduction, never mind the 'creative' part of the destruction. For the purposes of Systems Leadership, it doesn't matter which type of person you are in my (admittedly reductive) shorthand. You need to invest in your people whether you have a heart or not, for at least three major reasons. 1. It's cheaper and easier to retrain than replace Studies show that it often costs less to reskill a current employee than to recruit, hire, and train a new one. According to the Society for Human Resource Management, finding and training a new employee can cost as much as six to nine months of their salary. For instance, if a worker earns $60,000, the company could end up spending an additional $30,000 to $45,000 to replace them. The Center for American Progress estimates the costs can be even higher, depending on the role. This means reskilling an existing employee is not just the right thing to do, but often the more cost-effective strategy. 2. Investing in people boosts morale and discretionary effort When a company invests in retraining its employees, it sends a powerful message. Imagine the morale boost when employees learn that their company values them enough to send them for specialized training in AI. Now contrast that with hearing that the company is posting external job openings for AI specialists, and layoffs are on the horizon to fund the new hires. The impact on employee enthusiasm and engagement is profound. Continuing education and upskilling are crucial for fostering loyalty, enthusiasm, and a productive workplace culture. 3. Institutional knowledge is an invaluable asset Many leaders prioritize fresh ideas, new talent, and innovation. But systems leaders understand the unique value of institutional knowledge—the insights and perspectives that only come from experience. While hard data often drives decisions, there's immense value in recognizing the importance of those who have navigated the complex challenges of the past. Their insights can be the key to solving future problems. Whether they 'have hearts' or not, leaders must see employees as a resource to be invested in to advance the needs of the company. Systems Leaders take advantage of cost-saving opportunities without treating their people like replaceable cogs in a machine. At the same time, however, they believe fully in holding people accountable to high standards. They would say it's a false choice to frame strong management and compassionate management— hard heads and soft hearts— as opposites. Great leaders aspire to both.
