Every month you send leadership a spreadsheet with forty numbers on it, and every month nobody asks a question. That is the usual sign that an HR report is measuring HR's activity instead of something the business is trying to decide. A well-built HR dashboard and a short HR scorecard fix this by doing two different jobs: one tells you what is happening in the workforce right now, the other tells leadership whether HR's strategy is working.
This guide explains the
A forklift operator strains her back, sees the company clinic, gets a prescription muscle relaxant and two days of restricted duty. Is that an OSHA recordable case? Is it a workers' comp claim? The answer to both is probably yes, but for different reasons, and the two answers will not always match.
HR and safety teams regularly treat the OSHA 300 Log and the workers' comp claim file as one record. They are not. One is a federal recordkeeping system that measures workplace injury and ...
You have been an HR manager long enough to run the function without supervision. Then a director posting appears, and the description reads like a different job: "partner with the executive team," "own the people budget," "lead organizational change." The HR director role is a different job. The move from manager to director is less a promotion within HR than a shift from running HR to helping run the business.
This article explains what an HR director does, how the
The plant manager gives four weeks' notice. Nobody below her has run a budget cycle, the corporate office wants a name by Friday, and the only document that mentions a successor is an org chart from two reorganizations ago. Most organizations discover they need succession planning at exactly this moment, which is the most expensive time to start.
This guide covers what succession planning is, which roles deserve it, a process a small HR team can actually run, a
The first report of injury (often shortened to FROI) is the document that turns a workplace accident into a workers' comp claim. Everything downstream depends on it: the adjuster's compensability decision, the first benefit check, medical authorization, and in many states the state agency's record of the claim. A late or sloppy report doesn't just irritate the carrier. It can delay the employee's benefits, draw state penalties, and create inconsistencies that surface later in a ...
You may be here because a course syllabus asked the question, or because your CEO just told you HR needs to "be more strategic" and left the definition to you. Either way, the short answer is the same. Strategic human resource management is the practice of designing an organization's people decisions—who it hires, how it pays, what it trains, and how it measures and rewards performance—so they directly support the organization's business goals, and judging those decisions by
You know you need the training. You have been running investigations on instinct and a template you inherited, and the last one kept you awake. The obstacle is approval: a budget holder sees a course fee, three days out of the office, and no obvious return.
The usual advice is to quote a frightening statistic about the average cost of an employment lawsuit. Do not do that. Those figures are rarely sourced, a finance leader will ask where they came from, and your
Most multi-state employers buy one workers' compensation policy, list the states where they have employees, and let the carrier handle the rest. That approach works in 46 states. In four, it does not. North Dakota, Ohio, Washington and Wyoming are monopolistic states: workers' comp coverage for employees working there must come from the state's own fund, and a private carrier's policy cannot provide it.
The gap usually shows up the hard way. A company hires a remote ...
A complaint comes in on Tuesday. By Wednesday someone has asked the question that shapes everything after it: do we handle this ourselves, or do we bring someone in?
Most complaints can and should be handled by a trained in-house workplace investigator. Some should not, and choosing wrong in either direction is expensive. Sending routine matters outside wastes money and time and teaches employees that HR cannot resolve problems. Keeping the wrong case inside can undo
HRTrainingCenter offers two classroom programs in workplace investigations training: the Internal Investigations Certificate Program and the Advanced Internal Investigations Certificate Program. People regularly ask which one to take, whether the first is required before the second, and whether an experienced HR manager
Return to work is one of the few HR processes where three bodies of law meet in a single conversation. An employee coming back from a work injury may be on workers' comp, on FMLA leave, and protected by the ADA at the same time, and each law asks a different question about the same doctor's note. Most organizations don't have one person who owns all three. They have a leave administrator, a workers' comp coordinator, an HR generalist and a supervisor, each holding part of the file.
A ...
If you are searching for a workplace investigator certification, you are probably in one of three positions. You have been handed investigations as part of an HR role and want training you can point to. You already investigate and want a credential that carries weight with leadership or counsel. Or you are thinking about investigating for clients and want to know what is required.
The honest starting point is that the market uses "certification," "certificate," and
The standard investigation model assumes a named complainant, an accused who reports somewhere below the investigator, and witnesses who answer questions. A good share of real cases break at least one of those assumptions. The complaint arrives through a hotline with no name attached. The person accused is the chief operating officer, who also approves the HR budget. The only eyewitness says she saw nothing and would like to be left out of it.
These are the
A doctor's note that says "may return to work with restrictions" is where most return-to-work problems start. The supervisor reads it as "not ready yet." The employee reads it as "I get to come back." The claims adjuster reads it as "temporary disability benefits may stop." And HR is left holding a piece of paper that rarely says what the employee can actually do on a Tuesday morning.
This guide lays out a repeatable process for bringing an employee back with restrictions, whether ...
A supervisor forwards you a photo. An employee who called off this morning on approved intermittent FMLA leave for a back condition is, according to a coworker's social media feed, at a lake with a boat. The supervisor wants him fired today.
Maybe he should be. Or maybe his certification restricts lifting and prolonged standing at a press, not sitting in a boat, and firing him would hand him an interference claim. Suspected FMLA abuse is one of the few HR problems
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