Toll free:
+1-800-385-1627
Cart:
0 items

Pack of EIGHT: Best Selling HR Courses by TrainHR

  • Product Id: 20081PACK

Training Options


  • Webinar Packs Access recorded version only for one participant; unlimited viewing for 6 months.
    (For Customize Webinar Packs Please Call Customer Care)

  • Refund Policy


Speakers Instructor : Teri Morning
Product Id : : 20081PACK

Overview:

When an employer receives an allegation of workplace harassment, discrimination, or other misconduct, conducting an internal investigation is often a legal obligation. Those compliance obligations require that investigations are thorough, objective, and professional.

However, whether the investigation, from fact-finding to writing reports, defends the company and limits your legal liability or blows up into an incredible, embarrassing mess (that incurs even greater liability) may depend largely upon HOW the investigation is conducted. Non-routine investigations have their own unique types of disadvantages and interestingly, more than a few advantages.

If you have a mobile, global, remote or uniquely non-routine workplace, an investigator handing workplace problems needs to know how to investigate a non-routine situation. Knowing how to conduct an internal investigation from afar or at an unknown worksite will go a long way in determining if the problem is competently handled or just worsened. Learning on the job can be costly in a number of way to the employer, not just in attorney fees or judgments, but also in loss of employees, damage to morale, vicious gossip and damage of reputations and loss of productivity than can take years to repair.

Why should you attend: When a complaint is received, regardless of from whom, from where or how, the employer is on notice that there may be a problem. There are also many types of workplace investigations that never start with a direct complaint - especially in non-routine investigations.

Since many companies do not have a person who does investigations as their job and the few persons pressed into service as investigators are often untrained; trying to handle an investigation in a non-routine capacity has the potential to escalate a small problem into a big disaster even quicker.

Compounding the problem is that when an investigator has to go off site or remote to handle an investigation, not only do they have to interview employees they may have never met, investigators often have to press existing personnel they may not have a relationship with, into assistance. All those levels of personnel may have different impressions (maybe good, but more often negative) of the "Main Office" vs "how we do things here."

Even routine investigations can uncover unexpectedly ugly aspects of the people and/or even of the company so untrained investigators even operating under the best, most routine of circumstances may not do nearly enough to uncover the problem, be easily dissuaded from doing anything at all or not protect complainants and witnesses from being retaliated against. That potential can be compounded when handling a non-routine investigation.

This webinar will cover current best practices in handling non-routine investigations, and cover common mistakes including failing to plan, which is an often-overlooked aspect of internal investigations but is even more important for non-routine investigations.

Areas Covered in the Session:

  • Taking complaints remotely
  • Determining when to handle a situation from afar vs when to investigate in person
  • If investigated on site, what is important to do before arrival at the site and what to do in the meantime to prepare
  • Investigatory best practice policies, procedures and protocols to have in place
  • Three big advantages to handling investigations out of an investigators regular scope
  • Using on site management personnel to help manage investigations
  • Interviewing witnesses that the investigator may have never even met, including uncooperative or angry ones
  • Keeping evidence appropriately when the investigator may not have direct control
  • Preventing and handling gossip, retaliation and interference from afar
  • Indicators of professional non routine investigations, even when handled away from the "Main Office"

Who Will Benefit:
  • HR Generalists
  • HR Managers
  • Plant Managers
  • Management
  • Business Owners

Teri Morning, MBA, MS, SHRM-SCP specializes in solving company "people problems."

Teri is the founder and President of Hindsight Human Resources. www.hindsightcloud.com

Teri also sources HR software solutions for incident tracking, employee relations, safety (Incident Tracker), compensation (Compease) and performance management (Performance Pro).

Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.

Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.

In addition to a MBA, Teri has a Master's degree in Human Resource Development with a specialization in Conflict Management.

Certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.
Speakers Instructor : Teri Morning
Product Id : : 20081PACK

Overview:

This webinar will cover best practices in processes and procedures for internal employment investigations. How to begin (and end) your investigations with a sound methodology for investigations that supports your employment decisions and documents it as such. Other than the alternative, to start your investigation in the middle with methods, documentation and poor decisions that portrays the employer as illogical, judgmental, incompetent, and less than thorough - even if they were not.

Why should you attend: Upon notice of a potential problem, how an employer decides to proceed; gathering facts and evidence, taking complaints, interviewing witness, storing evidence, determining credibility, making decisions and acting on those decisions including follow up, are what comprises an employer's internal investigation.

Gathered, stored and used properly, good documentation - timely, factual, thorough, accurate and objective; can be beneficial in supporting employment decisions, and if need be, even supporting terminations. Proper handling of any physical evidence is also necessary to defend an employer's actions. How an employer interviews employees; who, where, when, how, and why -what they do ask and do not ask, is vitally important as well. Employer investigations, including all the employer's actions and documentation (or not) are records to support an employer's decision-making processes - or not.

Areas Covered in the Session:

  • Taking an accurate initial complaint, the foundation to a competent complainant based investigation
  • Processes and procedures for processing interviews - before the interview, beginning the interview, during the interview and ending the interview
  • What you don't write down can be as important as what you do
  • Setting up a good, yet manageable Chain of Evidence, making sure to gather and include evidence you may have overlooked
  • Keeping it private - Determining Need To Know vs Want to Know
  • "Side" conversations - gathering documentation on the fly; whether in the hallway or remotely and what to do
  • When do you know you've investigated enough? Or not enough?
  • How to review your actions and documentation before writing the final report
  • Writing a solid, objective, professional investigative report
  • Checking documentation for accuracy before making a negative employment decision
  • Ending the investigation and following up after the investigation

Who Will Benefit:
  • Managers
  • Branch Managers
  • Store Managers
  • HR Generalists
  • HR Managers
  • Plant Managers
  • Management
  • Business Owners

Teri Morning, MBA, MS, SHRM-SCP specializes in solving company "people problems."

Teri is the founder and President of Hindsight Human Resources. www.hindsightcloud.com

Teri also sources HR software solutions for incident tracking, employee relations, safety (Incident Tracker), compensation (Compease) and performance management (Performance Pro).

Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.

Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.

In addition to a MBA, Teri has a Master's degree in Human Resource Development with a specialization in Conflict Management.

Certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.
Speakers Instructor : Teri Morning
Product Id : : 20081PACK

Overview:

Any company that wants to lean into a successful R/M arrangement is going to have to build it into the company structure not dangle it like a prize, endure, or be shamed into a relationship that is not right for their company.

Employees who work better at home should not have to worry that working at home; while right for them may diminish, their chances within the company from their lack of face time or suffer the wrath of those left behind at the office. Nor should they have to worry that their arrangement will inexplicably be snatched away one day.

Every workplace has a culture. The challenge is if a company wants to have an R/M workforce, even if just a small part of its workforce, then to embrace that and build that mindset into the workplace culture through every piece and part of its ranks. The idea that R/M relationships enhance not just the employee's life but the company's mission as well. When that is in place, everyone is encouraged by an R/M plan rather than discouraged, even those who do work in the office. After all working R/M is just a different way/place to work - not different work.

Areas Covered in the Session:

  • Weighing the productivity argument vs the creativity and collaboration argument for your own company - not anyone else's
  • Creating the benefits of an R/M workplace without anyone working outside the office
  • The 14 attributes you need to see in your employees to know if they will be successful working on their own
  • Helping your R/M employees be as successful (or more) working elsewhere compared to in the office
  • Managing from the outside in - the 12 things you need to see (and not see) in your managers to know they can successfully manage R/M employees
  • How to "see", encourage, and capture innovative leadership emerging in unexpected places and within unexpected people - when you don't see them every day
  • Unleashing the ambitions that are alive in everyone and keeping their goals aligned with your company even if those people are not physically on site
  • Negative Disrupting Dysfunctional Managers - usually hiding in plain sight; what to do about them and with them Because they will ruin (or try to ruin) all your R/M plans and their R/M employees arrangements, if not their careers
  • What to do with employees at the office who are losing productivity worrying about what others are doing at home or elsewhere
  • Creating a workplace with a cohesive culture - without creating a stereotype of what manifests "success", or on whom success is modeled and that success is not dependent on where someone's physical worksite is located
  • Encouraging and embracing independence - putting people in charge of their own career paths vs the company assigning one

Who Will Benefit:
  • HR Generalists
  • HR Managers
  • Plant Managers
  • Management
  • Business Owners

Teri Morning, MBA, MS, SHRM-SCP specializes in solving company "people problems."

Teri is the founder and President of Hindsight Human Resources. www.hindsightcloud.com

Teri also sources HR software solutions for incident tracking, employee relations, safety (Incident Tracker), compensation (Compease) and performance management (Performance Pro).

Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.

Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.

In addition to a MBA, Teri has a Master's degree in Human Resource Development with a specialization in Conflict Management.

Certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.
Speakers Instructor : Teri Morning
Product Id : : 20081PACK

Overview:

This webinar will cover how to recognize, avoid, minimize, and deter retaliation during and after investigations. We will review best practices in regards to avoiding retaliatory conduct both during and after investigations.

Lastly, we will also cover what to do in the case of an employee claiming retaliation in regards to an investigation

Why should you attend: Retaliation is merely revenge. To Shakespeare is famously (and incorrectly) attributed the quote, "Revenge is a dish best served cold." Regardless of the origin, they are true words as written and even used in many a movie, including the Godfather and Star Trek. The words convey an infamous but universal and immediately understandable meaning.

A professional investigation helps an employer defend against legal liability and sends a message to employees that they work for an ethical company. Nevertheless, when employees are retaliated against during and/or after investigations, it may pose even more liability to the company than any initial complaint or incidents.

Areas Covered in the Session:

  • Defining what is retaliation, an adverse action, a covered individual, and protected activity
  • Preventing retaliation during an investigation
  • Minimizing the chances of retaliation after ending an investigation
  • When, how and with whom to follow up with after an investigation
  • Leaving an effective paper trial
  • How to investigate a claim of investigatory retaliation

Who Will Benefit:
  • Managers
  • Branch Managers
  • Store Managers
  • HR Generalists
  • HR Managers
  • Plant Managers
  • Management
  • Business Owners

Teri Morning, MBA, MS, SHRM-SCP specializes in solving company "people problems."

Teri is the founder and President of Hindsight Human Resources. www.hindsightcloud.com

Teri also sources HR software solutions for incident tracking, employee relations, safety (Incident Tracker), compensation (Compease) and performance management (Performance Pro).

Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.

Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.

In addition to a MBA, Teri has a Master's degree in Human Resource Development with a specialization in Conflict Management.

Certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.
Speakers Instructor : Teri Morning
Product Id : : 20081PACK

Overview:

This webinar will cover best practices in documentation and worst practices. How to help your managers understand the importance of documentation enough so that it will become a priority for them. We'll cover how to and how not to write, store, present and use documentation. We'll look at bad examples, good examples and disastrous examples.

Why should you attend: In HR and as managers we are always advised to document, document, document… But deciding what should be documented, how situations should be stated, what words to use, what to include or not and how NOT to can be tricky if someone has never been trained. Who sees the documentation and how it is used becomes trickiest of all. For many a company documentation has been used to their detriment, whether deservedly or not.

Even more problematic is that managers often keep a hodgepodge file on employees that they consider their own personal, personnel file. That file usually contains blunt, unvarnished and highly personalized opinions and reflections on the personnel they manage. Using that unsound documentation to generate documentation or sometimes even to cover up unsound management practices can turn a bad situation into a costly one in terms of both people and the business.

Areas Covered in the Session:

  • What to think about before you write it all down and how to review before signatures are in place
  • 12 criteria for good documentation
  • What you don't write down can be as important as what you do - considering timing and purpose
  • Emails = e for evidence
  • Documentation on the fly or remotely - what to jot and what to not
  • Signatures - When and how to get them and just as importantly - how to not
  • How to make documentation "real" for managers
  • "Building a File" - Rarely a good idea, yet often the only documentation skill at which bad managers excel
  • Keeping it private - Determining Need To Know vs Want to Know
  • Checking documentation for accuracy before making a negative employment decision
  • Using even less than positive documentation effectively in difficult conversations

Who Will Benefit:
  • Managers
  • Branch Managers
  • Store Managers
  • HR Generalists
  • HR Managers
  • Plant Managers
  • Management
  • Business Owners

Teri Morning, MBA, MS, SHRM-SCP specializes in solving company "people problems."

Teri is the founder and President of Hindsight Human Resources. www.hindsightcloud.com

Teri also sources HR software solutions for incident tracking, employee relations, safety (Incident Tracker), compensation (Compease) and performance management (Performance Pro).

Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.

Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.

In addition to a MBA, Teri has a Master's degree in Human Resource Development with a specialization in Conflict Management.

Certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.
Speakers Instructor : Teri Morning
Product Id : : 20081PACK

Overview:

Professionals who communicate, negotiate, and persuade effectively have always been in a position to choose their own path in the workplace.

Attend our webinar to learn how to handle the 4 most common and troublesome "assertiveness required" situations in the workplace; negotiations, emergencies, conflicts, and speaking in groups.

Learn how to ask for information without seeming combative. Plan how to identify and present your options or opinions without arguing positions.

Best of all, go home at the end of the day knowing you handled your day appropriately, confidently and competently and enjoy your time off without spoiling that time ruminating over the day’s details and interactions.

Why should you attend: Do you dread asking for what you want in negotiations?

Do you often replay your workday, wondering if you said or did the right thing?

Do you agonize about determining if you are seen as assertive, and what is seen as aggressive?

Do you feel underappreciated, discouraged, powerless, most days at work? Do you feel annoyed that no one ever seems to take you seriously? Or worse, takes advantage of you? Do you feel that when you do try to stand up for yourself that you go overboard? Do you wait until you are totally fed up… and then have a melt down?

If you have trouble in the workplace with speaking and asserting yourself with self-confidence and professionalism, attend this webinar to learn how to value, celebrate and maximize your communication style to be as successful as you deserve to be in any workplace

Areas Covered in the Session:

  • What exactly is assertive? How much is enough and how much is too much? Where's the line and what is the difference?
  • Managing emotional pressure - how to handle your cool at work when everyone else is losing theirs
  • Dealing with people who "push your buttons"
  • Tips for speaking in groups or in public to assure a confident impression
  • Maximizing your natural communication differences to your advantage in solving problems, during conflicts, in negotiations and thorny situations
  • Informational inquiry vs adversarial battle
  • Strong communication skills: Active listening and assertive speaking
  • Overcoming fear of negotiation:
  • Staying off the people and staying on the problem
  • Aiming for a win/win outcome without giving up too much

Who Will Benefit:
  • Managers
  • Branch ManagersStore
  • ManagersHR
  • GeneralistsHR
  • Managers
  • Management
  • Business Owners

Teri Morning, MBA, MS, SHRM-SCP specializes in solving company "people problems."

Teri is the founder and President of Hindsight Human Resources. www.hindsightcloud.com

Teri also sources HR software solutions for incident tracking, employee relations, safety (Incident Tracker), compensation (Compease) and performance management (Performance Pro).

Twenty+ years human resource and training experience in a variety of fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit companies.

Teri has enjoyed consulting with employers on their problems and trained managers and employees for over 20 years, meeting and working with employees from all types of businesses.

In addition to a MBA, Teri has a Master's degree in Human Resource Development with a specialization in Conflict Management.

Certified by the State of Indiana in mediation skills, Teri is certified in Project Management and IT Management, qualified as a Myers-Briggs practitioner and holds the SHRM certification of a Senior Certified Professional.
Speakers Instructor : Robert Elliott
Product Id : : 20081PACK

Overview:

This webinar offers protocols and skillful practices that can optimize our capacity to participate with and facilitate dynamic change in the workplace. You will learn how to participate with change through the use of stories, examples, tips, guidelines, and experiential exercises. A highlight of the program is the introduction of a unique model of communication, based upon the tenets of Aikido, which, with its supporting principles, can serve as a "map" to help you navigate the difficult terrain of dynamic change.

Why should you attend: Traditional peoples over the millennia have grown accustomed to dynamic change as the norm - being so closely tied and exposed to the unpredictability of Nature and its mysteries. As such, over the centuries some cultures have developed protocols and skillful practices that when facing dynamic change has allowed them to survive, some to thrive - preserving their culture and their heritage.

An example of one such culture is the Moken, the sea gypsies of the Andaman Sea, who have lived for hundreds of years on the islands off the coast of Thailand and Burma. They have recited the legend of "the Seven Waves" from generation to generation around their campfires, which describes what to do when seawater acts "strangely," when it recedes from the shore in an unnatural fashion, when a tsunami is on its way. "Head for the hills," the story advises. When the deadly tsunami of 2004 hit their island, the Moken people, having seen the signs, climbed to higher ground, and were saved, untouched by the tsunami's devastation.

Unfortunately, very few of us as professionals have employed in spirit the same kinds of protocols and practices that our ancestors used when dynamic change is upon us. Instead, we prefer to align ourselves with Woody Allen's humorous yet poignant comment, "I don't mind dying (i.e. experience dynamic change). I just don't want to be there when it happens."

Why do we feel this way? There are many reasons. One might be because change is unsettling; it shakes things up: there's something new on the horizon, but what that is exactly or what that will be is unknown. And for most of us, this uncertainty elicits fear, and as a result, we try to cope with this as best we can, seeking to ease our own and others' concerns. We want to feel confident and assured that everything is going to be all right, even though at the moment that's not our actual experience.

Ultimately, the wisdom of our ancestors tells us that we can't manage change any more than we can control the rising and setting of the sun. We can, however, as professionals, learn protocols and skillful practices that can enhance our ability to participate with dynamic change consciously; so we don't merely get dragged through the changes. And the best part of all? When our capacity to participate with change increases, we can then more readily facilitate change for others.

Areas Covered in the Session:

  • Why we generally view dynamic change as a negative - as something to fear - and how to transform our perspective into one that optimizes our potential as professionals
  • How to find the courage to "keep our faces towards change," especially when we have lost heart and our resistance stifles our ability to move forward
  • To increase our ability to accept dynamic change on its own terms and ways to become more respectful of other's and our own experience with change
  • How to develop a new relationship with the process of change
  • How to participate with dynamic change from a courageous place in ourselves
  • To utilize a creative, dynamic model of communication that will help us stay focused on what's most important while participating with and facilitating dynamic change; and
  • Guidelines to support the facilitation of change i.e. make the experience easier, for others and ourselves

Who Will Benefit:
  • Senior Management Team
  • Directors and Administrators
  • Supervisors
  • Employment Managers
  • Training Director
  • Human Resources staff
  • General Managers and CEO's
  • Team Leaders
  • Team Members

Robert Elliott has worked with individuals and groups throughout North America, Asia, Micronesia and Europe as a speaker, corporate educator and leadership coach. He has conducted his Creating Quality leadership, communication, and relationship building programs with executives, middle management, and support personnel from Fortune 500 companies as well as smaller companies in the fields of technology, healthcare, insurance, entertainment, and manufacturing. In addition, he has worked with federal and state agencies, the military, law enforcement, and county and city governments. He has also served on the business faculties of UCLA, UC Irvine, San Diego State University and Loyola Marymount University Extension Programs.

Robert earned a bachelor’s degree in political science from the University of California at Berkeley, where he graduated with honors, and an MFA in writing from Sarah Lawrence College.
Speakers Instructor : Dr. B. Lynn Ware
Product Id : : 20081PACK

Overview:

Join us to learn about current best practices and how to organize the new hire experience to build commitment, confidence and competence.

We will include how to integrate technology, such as online gaming, and mobile applications that will engage and inspire your new talent to quickly grasp the knowledge and skills they need to perform in the new job.

Why waste time? Get them up to speed immediately so that they can rapidly contribute to the achievement of your desired business results. Join us to see the latest in onboarding technology and incorporate it into your process for all of your new hires.

Why should you attend: You've hired the best. Don't lose them due to poor onboarding. Millions of dollars can be added to the bottom line by developing and implementing a well though out process that matches employee expectations. Design, develop and implement a fabulous program to help them become fully engaged, productive and successful - fast!

Areas Covered in the Session:

  • Turn your onboarding event into a 90 day process
  • Engage your new hires in learning the required skills quickly and easily
  • Use technology to streamline new hire logistics and help them learn new job skills in an engaging and interesting way
  • Ensure team cohesion and support for new hires by involving key team members in the process
  • Maximize new hire productivity by ensuring candidates have the tools to "pre-board"
  • Increase the "time to productivity"of all new hires and reduce their turnover during the first year on the job
We will also cover:
  • How to design a 90-day onboarding process that reduces the time it takes to get new employees up to speed
  • How to provide your virtual employees with a self service mobile application for tablets and smart phones
  • What content and learning activities can be used on a gamification platform
  • How to use manager, buddy and new employee checklists in the process
  • How to measure the business impact and contribution your new onboarding process delivers
  • Innovative case examples
  • Your Questions

Who Will Benefit:
  • Talent Management Leaders
  • Chief Talent Officers
  • Directors of Recruiting and Talent Acquisition
  • Talent Management Consultants
  • Directors of HR
  • HR Professionals

Dr. B. Lynn Ware CEO and President, Integral Talent Systems, Inc. She is an Industrial/Organizational Psychologist and thought leader who has practiced for over thirty years in the talent management field. She has designed, developed and implemented career development systems in partnership with several Best Place to Work organizations such as Google and Scripps Medical Center.

Dr. Ware's mission is on how to leverage the company's investment in talent to generate stronger financial outcomes. Dr. Ware has experience designing, implementing and measuring a wide variety of integrated talent management solutions in the consumer products, energy, financial services, health care, technology, manufacturing and retail industries. She is frequently quoted on trends in talent management in numerous publications such as the Associated Press, San Francisco Chronicle, Harvard Business Review, and Computer World magazine, and has been featured several times on CNN as a global talent management expert.

Related Webinars:
No Related Webinars Available