Surviving Layoffs: A Manager's
According to the Department of Labor:
- an individual's normal productivity level
in an eight hour day can drop substantially during a major
- a substantial percentage of your top
performers are likely to leave within 90 days of a major
change event (good or bad).
Learn what managers and executives can do
to ease the post-layoff jitters for the remaining employees.
Suggestions include helping employees vent their anger and
express their concerns, as well as productive ways to prepare
for an uncertain future.
Moonlighting: What's Left for
the Day Job?
Moonlighting can increaseor decreaseyour
employees' enthusiasm for their "day job". Learn how to
tell which result is most likely for your situation, and
what to do about it.
Email Do's and Don'ts
Learn what your email says about your status
in an organization; and how to use it most effectively to
get your points across. There are times when email isn't
the right tool for the job.
HIV and HR Briefs:
Status During the Job Interview
What does it mean when a job candidate
brings up his or her HIV statuswhen it seems irrelevant
to the job? Learn how to deal with the discussion from both
psychological and legal perspectives.
Safe Engineering or Lab Environment
HIV is not a threat in many workplaces;
but it can be a moderate risk wherever people regularly
cut themselvesfor example, when technicians or engineers
install equipment in machine rooms. While the threat is
nothing to lose sleep over, there are common sense preventative
measures you probably should take to protect your employees.
After-hours Drinking Among
Professionals experience substantial pressure
to drink socially: in the most highly-regarded professions,
drinking is considered a norm, not a deviation . The camaraderie
developed at social functions is considered "good" for the
career--and often, absence from such functions, or abstinence
from drinking, entails career advancement risks.
This paper explores the pressures, offers
suggestions for drinking safely and healthfully while still
looking like a "good buddy" and staying a step ahead of
the competition at the same time.
Protecting Employees from
As an employer, you probably canít identify
the victims or perpetrators of domestic violence (DV) who
are working for you. But they have an enormous effect on
your bottom line: domestic violence
costs employers $3-$5 billion/year in lost productivity,
absenteeism, and healthcare. How can you protect the abused
employee, and her colleagues who may also be at risk from
an abuserís attacks? What are your legal responsibilities?
And, perhaps most importantly, what do you say to someone
who tells you she is being abused?
This white paper describes a "best practices"
model for protecting employees from all forms of workplace
violence. We also present a guide for discussing DV with