Upcoming Webcasts

The Department of Homeland Security (DHS) released a New two page Form I-9 on March 8, 2013. This Form can be used immediately, but will be mandatory as of May 7, 2013. DHS gave employers very little time to make this administrative change, which can be especially challenging for employers that have several people responsible for this function through many different field offices.

This session will review the new Form in detail, and will also review the most common errors based on the new form, including how to correct errors made on the Form.. The initiation of a new form is also an excellent time to review all I-9 policies, including whether to make copies of supporting documents, how to process remote hires and rehires, when to reverify in Section 3, and how long to retain I-9 Forms. The speaker will provide practical solutions, especially for those employers that continue to rely on paper I-9s.

Fifty to 60% of companies fail to achieve their goals and objectives (Source: McKinsey & Co and IBM Global Business Services). What can be done about this and whose responsibility is it to see that the situation improves? The first question is why does this happen with the answer being because employees don’t know what they need to do to help the company achieve its goals and objectives, and/or because they are too preoccupied with personal issues to do what is expected of them. The responsibility for this rests with the CEO, however he or she can’t do what is needed alone. While Human Resources should be the obvious choice to address this problem it is not viewed as a “line” function as often as it is “staff”, and as a result, they are not called upon to help with goal achievement. This presentation discusses both the problem (why companies fail to achieve their goals and objectives) as well as what HR can do to gain the trust of senior management regarding their contribution to the overall effort.

Lots of organizations do leadership development. Some do it well, some not-so-well. But even those who do it well often fall short of the full impact that the program could potentially have. Some organizations fall short by outsourcing leadership development to outside providers who impose their own narrow leadership template. Others fall short by delivering tired content and retread ideas. The key is to build a program that fits your organization’s culture and honors its history, while leveraging best leadership practices from inside and outside your organization. This webinar will draw on the case study of a $4.5 billion dollar construction company that supercharged its leadership development efforts and, as a result, grew while nearly all of its competitors were shrinking during the Great Recession. Regardless of the content and features your program currently uses, durng this webinar you’ll learn new ways to “supercharge” your program so that participants come away fully engaged and ready to lead.

Workplace grief costs U.S. businesses billions of dollars a year in reduced productivity and increased errors and accidents, yet the word grief rarely shows up in reports. In The Hidden Annual Cost of Grief in America’s Workplace 2003 report, the keyword in the title of this report is the word "hidden." It is just that factor that has caused the problem to escalate to now unimaginable proportions and it is the essential reason that it is getting worse rather than better. In this presentation we will address the definition of grief, the grief/workplace connection, the cost of "presenteeism" to corporations and we will discover how managers and other employees can support coworkers who have experienced personal loss.