HR Seminars Offered
Help! I’ve Been Promoted:
Essential Skills for Supervisors and Managers
Employees without strong leadership rarely function well as a team. And, surprisingly, the majority of supervisors and managers receive very little training before they are put in charge. Ensure your supervisors and managers know how to effectively manage their employees in this educational and interactive seminar.
The following topics will be covered:
- Title VII - Age & Race Discrimination, Americans with Disabilities Act (ADA)
- Interviewing
- Communication Styles
- Generational Differences
- Listening Skills
- Coaching/Counseling
- Empowerment & Praise
- Supervisor Strategies
- Performance Plans
- Handling Conflict
- Problem Employees and Discipline
- Harassment
Participants will discover how to become better supervisors and managers by learning how to enhance their communication skills, how to provide praise and feedback, how to listen more effectively and how to deal with employee conflict. This training is a must for new supervisors or managers and is a good refresher for anyone who has been in one of those roles for a while.
Back to top
The Top 10 Ways Employers Get Sued and How to Avoid Them - 2012 Edition
Express Service’s most popular seminar covers the details of the 10 most common employment-related lawsuits employers face.
You will benefit by learning to:
- Update your policies on discrimination and retaliation
- Stay abreast of how the changing culture affects national origin discrimination, religious discrimination and harassment
- Implement a detailed, company-wide policy on Internet and e-mail usage
- Improve your performance management process
Back to top
Surviving the Four Generations in Today’s Workplace
For the first time in America, we have four distinct generations working side by side in the workplace. Sound simple? It's a significant problem many of today’s managers continue to struggle with. Each generation views work ethic, leadership, relationships and success differently. With a turbulent labor market and the needs to retain our experienced workforce, we must become more diverse and attract the Traditionalist, Baby Boomer, Generation X and Millennial into our workforce.
The Traditionalists are known as great patriots and the savors. The Boomers measure success by the number of hours worked. Generation X embraces change and are the techie generation which require “work/life balance.” And the Millennials, who are beginning to enter the workforce, are looking for interesting and challenging work.
In this exciting two-hour presentation, we will discuss the myths and facts of each generation, the four steps required to prepare your workforce to become multi-generational and the five commandments of generationally friendly employers of choice.
With the workforce soon to be dominated by Gen-Xer’s and Millennials, we will explore the three rules for managing and retaining this unique group.
Be prepared to recognize the vast differences in your workforce in an informative and entertaining approach that borders hilarious at times. And yes, you may be shocked to hear what each of the generations say about each other.
Back to top
Recognizing and Avoiding the Hazards in the Discipline and Termination Process
This seminar is designed to support human resource professionals and office, plant and department managers with the authority and responsibility over human capital assets.
Benefits include:
- Receiving a brief, historical overview of United States employment laws and their evolution into today’s complex workplace
- Learning the truth about assumptions surrounding the employment-at-will doctrine
- Hearing an extensive overview of progressive discipline
- Gaining suggested language to strengthen documentation and employee accountability
- Understanding the termination process in light of both current law and best practice standards
- Discussing potential employee challenges
- Discovering the non-retaliatory provisions of applicable federal and state laws
This popular seminar is ideal for all supervisors and managers charged with ensuring the bias-free treatment of employees.
Back to top
Harassment in the Workplace: Managing and Investigating Sexual Harassment and How it Affects Your Bottom Line
Supervisors and managers need training on sexual harassment issues. Harassment allegations lead to reduced retention, recruiting and morale. Ensure your employees know their rights and managers know how to handle harassment claims.
Participants will learn the:
- EEOC’s definition of sexual harassment
- Differences between quid pro quo and hostile work environment cases
- Growing areas of employer liabilities
- Reasonable woman standard
- Need for an affirmative defense
- Inappropriate behaviors for which supervisors and managers must continually be on the lookout
- Eight critical points of a harassment policy
- Step-by-step process for investigating allegations
Back to top
Managing the Performance Appraisal Process
This session will benefit all supervisors and managers with the responsibility of preparing, writing and delivering performance appraisals.
This seminar will:
- Center on the need for and benefits of conducting legal, effective and thorough performance appraisals
- Take you through the entire performance management process from preparation to delivery and follow through
- Discuss the most common mistakes managers make regarding the performance management process
- Emphasize that performance appraisals are the most important document in winning wrongful termination cases
- Feature the five important steps to reduce legal issues
There are numerous types of appraisal processes discussed such as self-appraisals, peer appraisals and the 360-degree appraisal.
Back to top
Managing Conflict and Change to Enhance Morale and Team Building
This program is designed to assist supervisors at all management levels. All professional relationships experience some type of conflict. This is normal, natural and sometimes even necessary for growth and development.
This seminar will discuss:
- Myths and truths of conflict
- The need to change your “old thinkers”
- Sources of organizational conflict and successful ways to overcome them
- Seven types to conflict resolution and examples of the successes of each step
- Best team building practices used by today’s most successful companies
- The leader’s role in team management
- Change management
- Management’s role during the communication and implementation process
- Traits of the problem employee
- Successful ways of handling the problem employee
Back to top
Three Critical Issues Facing Today's Human Resource Professional
This seminar extensively covers three of the most challenging issues facing human resource professionals at all levels.
- The goal of all human resource professionals is not only to sit at the “big” table with the CEO, but to sit next to him or her. HR must be able to establish a financial impact and strategically implement action plans for improvements. HR professionals must continue to excel in human resource management plus increase business and change management skills.
You will learn specific metrics to measure programs such as:
- Recruiting
- Employment process
- Compensation
- Management development
- Human capital (ROI)
- True employers of choice have one thing in common: valuing diversity. They challenge traditional ways of thinking and surround themselves with employees who think differently. They have discovered the secret to measuring diversity’s impact on the bottom line. You will explore their secrets to success and how you can become an employer of choice.
- For the first time, there are four generations working side by side in the workplace. To meet recruiting goals and the needs of a diverse workforce, companies must attract the Traditionalists, Baby Boomers, Gen Xers and Millennials. You will also learn about the need to reach out to all four generations and how to successfully bring each generation together to meet these critical goals.
Back to top
Leadership Fundamentals
This session introduces participants to their roles and legal accountabilities when acting on behalf of the organization.
Topic addressed include:
- Protected characteristics
- Complaints
- Sensitivities
- Problem-solving
- Various forms of harassment
- Employer-based retaliation.
This is a popular workshop requested by experienced and beginning organizational leaders.
Back to top
Navigating the Maze of the Fair Labor Standards Act (FLSA)
Willful and repeat violators of the FLSA can be punished with prison terms of six months, so don’t miss this in-depth seminar navigating you through the FLSA. It is designed for business owners, managers, HR professionals and payroll decision makers.
This seminar discusses:
- Travel pay
- Meal and break pay
- Discretionary and non-discretionary bonuses
- Time clock rounding
- Volunteer work for non-exempt employees
- What can be deducted from exempt employees’ pay
- How to successfully survive a DOL audit
- Job descriptions
Most employers today have some employees misclassified as exempt employees who actually qualify for overtime pay.
Back to top
Managing Organizational Change – HR’s Greatest Opportunity in the 21st Century
According to SHRM Workforce Forecast in 2006/07, 45% of HR Professionals believe that demonstrated skills in mergers, acquisitions and change management will have the greatest impact on human resource opportunities in the next decade.
Fifty percent of all organizations are currently going through different phases of organizational change, and up to half are deemed as failures due to lack of leadership, communication and trust of senior management. Human resource professionals are increasingly given the opportunity to take a leadership role in the change process and become the company’s change agent. We will discuss HR’s opportunity to lead all five types of today’s change initiatives. Company executives have now embraced HR’s leadership skills to manage key objectives requiring positive and thorough communication such as:
- Mergers/Acquisitions
- Arrival of new CEOs
- Shaping of Company Culture
- Manage Executive Development and Succession Planning To Provide a Fresh Perspective on Company Politics
We will discuss HR’s nine required competencies to effectively lead organizational change, including effectively managing the ever important trust and communication issues. HR must identify which leaders have the greatest credibility for trust building and which are considered trust busters.
This is HR’s greatest opportunity to sit at the big table and lead their companies through organizational change. The door is open, but we must take an aggressive approach with senior management to drive these programs to successful outcomes.
Back to top
Monday Morning Leadership
Monday Morning Leadership is a best seller by well know business author David Cottrell.
This session will enhance the leadership skills of anyone in or aspiring to be in a managerial role. Even today’s strongest leaders must refocus on the qualities that helped them earn a spot at the decision table. All leaders will tell you a key to their success was having a great mentor and the lessons learned from him/her. It highlights the eight mentoring sessions to become a better leader or to pass down to the ones you are mentoring.
- Are you a driver or passenger?
- Identify and keeping the “main” thing
- The best leaders must escape from management land
- Keeping focused on the “Do Right” Rule
- Hiring tough to fire easy
- Choosing between Doing Less or Working Faster
- Recognition Buckets and Dippers
- The need to remain in the learning zone
This is an interactive session with each participant sharing examples and best practices of successful leadership qualities.
Back to top
Would You Like Fries With That? Expanding the Need to Know About Customer Service
Due to today’s broad scope of global competition, pricing and constant organizational change, excellent customer service is a must to gain advantage over the vast competition. We cannot control the competition’s pricing, product and service quality and inventory. But we can control how we service our customers and the relationships we maintain. The only way a company can distinguish itself from the competition is by EVERY employee providing EXCELLENT CUSTOMER SERVICE. People will continue to buy from those they trust and with whom they share a positive relationship.
From now through the year 2014, most business analyst predict customer service positions will out pace all other employment demands with a constant emphasis on training.
WOULD YOU LIKE “FRIES” WITH THAT is built around the concept that:
F Friendliness
R Reassurance
I Information
E Extras
S Simplicity
will take companies to the next level of customer satisfaction.
Learn more about the importance of customer service and how you too can gain advantage over the competition in this excellent hour and a half seminar.
Back to top
Managing Customer Service to a New Level
Customer Service is a total commitment for every employee for every business. Now, let’s manage it correctly.
Are you a manager or a leader? The need for Customer Service positions will continue to rise through 2014. This hour and a half session will emphasize a manager/leader role in identifying, attracting and, most of all, retaining those who display the competencies to succeed in the field of customer relations.
The following is a brief overview of the session:
- Demonstrating customer service commitment to employees
- Walking the talk
- Understanding why all jobs involve customer service
- Hiring for the best fit, which may not be the most qualified
- The need for competency based interviewing and peer interviewing
- Identifying those who choose to do it well
- Eight mentoring lessons for leaders of customer service
- Overview of the need for customer service positions through 2014
- Customer Service statistics managers need to know
- Tying customer service to global competition
- Why so much emphasis on customer service training?
- Managing “internal” customer service
- Begin with your own perspective
- Viewing interruptions as opportunities
- Exceeding your internal customers expectations
- Create forums to share information
- Practice pro-active information sharing
- Create an environment to reward your best (Yes, that is called recognition!)
- The generational differences within Customer Service
- Motivating the “what’s in it for me (WIIFM) workforce”
- From Traditionalists and Boomers who want face-to-face relationships to X’ers and Y’s who want quick answers.
- Managing change as it applies to customer service
- Human Resources’ role in customer service
- Focusing on people skills
Back to top
The Leader’s Role in Creating Fulfilling Jobs: The Three Signs of a Miserable Job
This is a review of Patrick Lencioni’s best selling book, “The Three Signs of a Miserable Job.” According to Lencioni, if you attend any kind of social gathering, anywhere in the country, the topic of work is often a popular conversation piece. The stories told confirm that job misery is overwhelming. This spans all income levels, ages and geography. Some studies cite as many as 77% of people dislike their jobs costing employers up to $350 billion annually in lost productivity.
We will discuss how leaders from leads, supervisors, managers and executives impact employee morale and job satisfaction. An employee’s relationship with their direct manager is the most important factor to job fulfillment.
The three critical elements impacting job misery will be discussed
- Anonymity - All employees have a desire and need to be known, understood and appreciated. Leaders must not allow their employees to see themselves as invisible, generic or anonymous.
- Irrelevance - We all need to know that our job matters to someone. Anyone. Our employees must see the connection between their work and their company’s mission.
- Immeasurement - Employees need to be able to gauge their own level of contribution. They must be able to identify their own successes and failures based on objective and quantitative measures.
Especially during difficult and uncertain economic times, we as leaders need to take a genuine interest in our people, remind them of the impact their work has on others and help them establish creative ways to measure and assess their performance. As all studies agree, employees don’t quit companies, they quit bosses. If we have employees who are overwhelmed in job misery, we as leaders must take the responsibility to transition from job misery to job fulfillment.
Back to top
Situational Leadership II
In partnership with the Ken Blanchard Companies, Express Employment Professionals is offering this three and half hour customized executive briefing designed to provide leaders with a model and the tools for creating open communication and developing self-reliance in those they manage. Using the model will increase the frequency and quality of conversations about performance and development.
You will learn to:
- Develop leaders in your organization
- Ensure managers can coach and develop competent, motivated employees; set and achieve goals; and productively manage projects, people, and teams
- Diagnose the needs of an individual or a team, and then match the best leadership style
Back to top
Situational Self Leadership
In partnership with the Ken Blanchard Companies, Express Employment Professionals is offering a program designed for individuals in all levels of the organization. This three and half hour session will help your employees move from being reactive to proactive, improve problem-solving skills, and help in learning new skills to increase productivity.
You will learn to:
- Help individuals’ become empowered to handle key responsibilities
- Create a culture where each person can lead themselves and embrace change
- Clarify goals and expectations
Back to top
Redefining Union Prevention
This management and supervisory only seminar will ensure you are aware of how union organizations are changing and how that will impact you. Also, learn what your HR department can do now to prevent damage in the future.
You will learn to:
- How the Employee Free Choice Act affects you
- The ramifications to small businesses
- Strategies of union-free companies
- Early warning signs
- Legal do’s and don’ts for managers and supervisors
Back to top
Leading Organizational Excellence by Avoiding the Top 10 Leadership Mistakes (also available in HR specific version)
In order to reach new heights of organizational success, comprehensive leadership strategies must be an integral element of the company’s vision. Leadership is critical to the success of this vision becoming the organization’s mission. This interactive session details the Top 10 leadership mistakes that can cause irreparable damage to leadership’s credibility and integrity thus quickly derailing any career and the organization’s strategic initiatives.
Through true life experiences, we will discuss the consequences of questionable leadership mistakes such as:
- The failure to embrace diverse thinkers and mavericks. To effectively compete in a global market, organizational change must be constant. In order to achieve and maintain best practice organizational change leadership must capture the people element by aligning behaviors to operational strategy. Leaders must destroy the box of traditional and limited visionaries by recognizing and motivating diverse thinkers and take measured and well calculated risk.
- Too much talking and not enough walking. Some of today’s leader’s commitments contradict their actions. Leadership is measured by the values visible through the actions employees take, not their talk. Credibility, trust and integrity are the three most critical elements to leader’s success and they cannot be compromised.
- Failing at communication. Excellent communication skills are essential for leadership success. Leadership must remain visible and accessible especially during the current global turbulent and uncertain times. The best high performance work systems and comprehensive leadership strategies will fail without honest and thorough communications. The messenger is as critical as the message. To successfully lead through the maze of uncertainty leaders must have a clear and concise message to influence relevant stake holders in organizational change; performance management; rewards/compensation initiatives; employee development and talent management. Honest and direct communication from leaders possessing integrity will strengthen leaders’ commitment to become valued and respected business partners vs. the HR cops of the past seeking solutions by saying “NO”.
Leadership is having the passion and ability to influence others to reach new heights. Critical decisions must be addressed impacting corporate restructures, acquisitions, joint ventures and mergers. Unfortunately, mistakes can be made along the path that can damage the credibility of any leader resulting in failure of the organization’s mission, vision, goals and strategies thus tarnishing its culture. By embracing proven behaviors and competencies outlined in this session and avoiding the Top 10 Leadership Mistakes, we are better prepared to lead the next generation of global talent to unlimited opportunities.
**This seminar is also available in a version designed specifically for human resource personnel and SHRM events.**
Back to top
The Six Most Dangerous Retention Mistakes Most Companies Are Making
How to transition from a “Fear Based Workplace” to “Total Employee Engagement”
America’s employment analysts are predicting up to 40% turnover in early 2011 after the recession ends and unemployment rates begin to fall. Many of the younger Gen X’ers and most Millennials reached new lows in morale during their first recession. Couple this with the pending mass exodus of up to 60 million Boomers desire to retire and we have a potential employment tsunami.Â
Employers must make a decision to act now and implement proven and effective employee engagement programs to protect their employment of choice status or to react in a post turnover approach with massive quantities of short term fix retention band aids.  The generational imbalance is official. Gen X’rs and Millenials will dominate the new workforce for the next 20 years and they are very specific on what they desire in an engaged workforce.
- Specific goals with constant feedback
- Personal growth & development
- Fair distribution of rewards
- Respect through interpersonal relationships
- Being involved in difficult business decisions
- Offered opportunities to question leader’s direction
Companies who struggle with the Six Dangerous Retention Mistakes promote a culture of “Employee Destruction” vs. Employee Retention.
- Focusing on Retention Programs vs. Retention Processes
- Supporting a Fear-Based Workplace
- Confusing Employee Engagement with Employee Destruction
- Not Supporting a Multi-Generational Friendly Workplace
- Not Holding Supervisors Accountable for Retention
- Not Narrowing the Front Door to Close the Back Door
We will thoroughly discuss each of the six most dangerous retention mistakes and guide you through the successful resolution of each to improve your company’s brand as an outstanding employer of choice.
Back to top
|