This harassment prevention course made specifically for managers, covers the critical information managers need to know to comply with federal harassment law and prevent it in the workplace they manage. This course covers: The employee groups protected by federal law. The reasonable person standard. Hostile environment harassment. Harassing or discriminatory behaviors that result in a tangible employment action. Quid Pro Quo harassment. How harassment can be perpetrated by persons who are not employees like contractors, customers and vendors. How harassment can occur anywhere that an employee represents their organization. Behaviors that lead to illegal workplace harassment. Sending offensive or harassing emails. Viewing offensive websites. Using social networking sites for harassing or offensive behavior. Verbal, physical or cyber bullying. The use of demeaning or offensive names. Gossiping or spreading rumors about co-workers. Telling insensitive jokes. Menacing looks or gesture. Sexual Harassment. Making disparaging comments about a person’s job ability. Texting pictures, messages or videos. Excluding or isolating someone from work-related activities and assignments because of a non work-related reason. Using crude or offensive language. Making derogatory comments about a person’s sexual orientation. Making jokes or comments about a person’s physical attributes Inappropriate remarks or jokes about a woman’s pregnancy. Offensive gender based comments or behaviors. The managers top priorities for prevention harassment. The manager's role in preventing harassment. Educating employees through ongoing, formal training sessions. Providing less formal counseling sessions. Reporting harassment. Watching for the warning signs of unreported harassment. Taking a harassment complaint. Confidentiality. The consequences of engaging in harassment. Retaliation. Harassment prevention. The course contains a full HD video and employee quiz.
In California, training on the California specific protected groups is required as part of the two hour sexual harassment supervisor training requirement. This course covers the topic with a video and a quiz to ensure retention of the training. This course includes training on all the protected groups in California: Race Religion- Which covers all aspects of religious belief, observance, and practice, including religious dress and grooming. Color National origin Ancestry Physical disability Mental disability Medical condition Genetic information Marital status Sex - which includes gender stereotypes such as assumptions about appearance or behavior or myths about a particular gender’s ability or inability to perform certain tasks. Pregnancy, childbirth or medical conditions related to pregnancy and breast feeding. Gender Gender identity - which is defined as a person’s identification as male, female or a gender different from the person’s sex at birth. Gender expression - Which is defined as a person’s gender-related appearance or behavior, whether or not stereotypically associated with the person’s sex at birth. Age for employees 40 and over. Sexual orientation And military and veteran status. The course also describes the types of harssment that are illegal under California law: Quid Pro Quo harassment Hostile environment harassment Harassment or discriminatory conduct that effects a tangible employment Lastly, it describes specific situations that would be considered harassment or discrimination. This course includes a full HD video and employee quiz.
This course on Equal Employment Opportunity covers all federal and state laws prohibiting discrimination in the workplace. Title VII of the Civil Rights Act of 1964 The Americans with Disabilities Act of 1990 The Pregnancy Discrimination Act The Age Discrimination in Employment Act of 1967 The Genetic Information Nondiscrimination Act of 2008 The Employment Non-Discrimination Act Uniformed Services Employment and Reemployment Rights Act The Equal Pay Act In a simple, concise, easy-to-understand manner, the course describes how employment practices including recruitment, hiring, promotions, demotions, job assignments, compensation, training, discipline and termination are covered under these Acts. The course covers the specific protections legally defined by federal law for each protected group and how protections for gay, lesbian, bi-sexual and transgendered workers fit into both federal and state laws.
This course, which features full HD video, covers how to conduct performance appraisals that are fair and legally defensible in court. The performance appraisal is full of legal landmines. Make sure that your managers are prepared for this crucial part of the performance improvement process. This program covers: Preparation Documentation & Record Keeping Performance Logs Conducting a job analysis Employee Self-Appraisals Best practices for appraisal forms Best practices for appraisal meetings Keeping appraisals objective and job related Goal setting Inaccurate Ratings
This 2017 production is a full 2-hour California Supervisor Sexual Harassment course designed to satisfy California's AB1825 requirements. California takes sexual harassment very seriously and it's vital that your supervisors become experts on the law, so they can avoid harassment themselves and prevent and respond to it among the workforce they supervise. The course contains: 2 hours of video and interactive content 78 quiz questions An AB2053 abusive conduct module. A module on the protected groups in California Content covering all the information required by the Department of Fair Employment & Housing. Hypothetical harassment scenarios that require supervisors to make decisions. An analysis of real California court cases. Coverage of all federal laws. Quid pro quo harassment Hostile environment harassment Harassment outside of the company's property and business hours How to protect yourself from harassment claims Complaint Procedures. What to do when accused of harassment
This video-based course, made specifically for retail managers and supervisors, covers recruiting, interviewing and hiring retail employees. Set in a variety of retail environments, this course will take your managers through the entire hiring process start to finish. This program is one of only a few retail specific courses on the market. The course covers: Recruiting Evaluating the application Creating an environment condusive to interviewing The legal challenges of interviewing How to discuss benefits Questions to avoid Following equal employment opportunity laws Starting the interview Open-ended questions 2-step probe Echo statements Hypothetical questions Closing the interview Reference checks Evaluating the applicant Making the job offer This course includes a video and an employee quiz.
This course details the Americans with Disabilities Act with a full HD video followed by an employee quiz. It's critical that your managers understand all of the details of this landmark legislatiion. This course simpllfies the law and covers all the aspects that your supervisors need to know. All law changes through 2017 are covered. The Americans with Disabilities Act (ADA) ADA Amendments Act of 2008 (ADAAA) Discrimination in employment practice Retaliation for asserting their rights under the ADA The ADAs definition of a disability The ADAAA’s definition of major life activities Exceptions to the ADA Discrimination due to perceptions about disability Reasonable accommodation Exemptions due to undue hardships Consulting with disabled employees Interviewing questions Essential and non-essential functions of the job Accommodating job applicants Medical examinations Employment terminations This course includes a full HD video and an employee quiz.
With AB2053, the state of California mandated abusive conduct training as part of mandatory sexual harassment training. Abusive conduct, more commonly known as workplace bullying, has a profound impact on productivity, morale, and employee retention. Organizations with an abusive conduct problem are more likely to have employee depression, higher levels of absenteeism, increased illnesses, and workplace violence. Employers with 50 or more employees are required to train their supervisors on sexual harassment for 2 hours every two years. This 50-employee standard is a companywide standard. Even if your organization has less than 50 employees in California, your California supervisors must be trained if the total number employees worldwide is 50 or more. This program defines abusive conduct under California law, lists the behaviors that are considered abusive conduct, describes the effect that bullying has on employees and outlines prevention strategies to stop bullying. This course covers the subject with an engaging HD video that details the required topics, then follows up with a quiz to make sure that your learners retained the content of the training. The course is a perfect addition to your 2-hour class to ensure your organization follows the law.
This is a Spanish version of Harassment Prevention Training for California employees. Although Sexual Harassment Training is not required for California non-supervisory employees, all organizations benefit by training their employees to recognize, Prevent, and address harassment in the workplace. The goal of this course, is to educate employees - resulting in a safe working environment for everyone. This training is a valuable tool for organizations to provide awareness, education, and competencies to help protect your workforce from all forms of workplace harassment, discrimination, bullying, and retaliation. This interactive course utilizes video, audio, animation, and engaging multi-tiered assessments to reinforce the learning in a fun and informative way. The course takes approximately 1.25 hours.
This online training course is designed to interactively engage safety sensitive function employees to learn that a Drug & Alcohol testing program works the general way. There is a supplementary document provided which can be filled-out by an administrator to give actual site-specific information to the learner. The course content of this training program can be specifically tailored to your workplace upon request. Content of the online course: Introduction Definitions Testing Types Test Procedures What if I fail? Confirmatory Quiz
Although Sexual Harassment Training is not required for California non-supervisory employees, all organizations benefit by training their employees to recognize, prevent, and address harassment in the workplace. The goal of this course, is to educate employees - resulting in a safe working environment for everyone. This training is a valuable tool for organizations to provide awareness, education, and competencies to help protect your workforce from all forms of workplace harassment, discrimination, bullying, and retaliation. This interactive course utilizes video, audio, animation, and engaging multi-tiered assessments to reinforce the learning in a fun and informative way. The course takes approximately 1.25 hours.
Creating and maintaining a culture of mutual respect and dignity is central to your organization’s success. To achieve this you must commit to providing a workplace that is free from discrimination, harassment, bullying and retaliation. These types of workplace misconduct often lead to such negative consequences as lowered employee productivity, diversion of organization resources, lost potential profits and reputational harm. This suite of courses helps avoid these negative outcomes by thoroughly training your managers and employees in the prevention of discrimination and harassment.
Research shows that voluntary quits are approaching historic highs, while Gallup reports employee engagement has flat-lined over the past 15 years. Low employee engagement and high employee turnover is COSTLY. We have the solution: Stay Interviews. Stay Interviews are one-on-one meetings between leaders and their newly-hired and continuing employees to improve engagement and retention. This toolkit builds the skills leaders and managers need to successful conduct Stay Interviews with their employees and build a successful Stay Plan. This Toolkit has been approved for 2 hours of continuing education credit through HRCI.
This is a 72-slide PowerPoint. Training needs analysis is not a compilation of employees' training wants. Neither is it simply talking to a few supervisors or circulating a memo to supervisors asking them to rank the courses listed. To be effective, a training needs analysis has to address business needs and close performance gaps. With the right approach and understanding, you will be able to conduct an effective training needs analysis that ensures training is targeted at the right competencies, the right employees and is addressing a business need. In this training powerpoint, you will learn the meaning and importance of conducting a training needs analysis, understand the components of a training needs analysis, and acquire detailed knowledge on the nine-step process for conducting a training needs analysis. LEARNING OBJECTIVES 1. Understand the meaning and importance of conducting a Training Needs Analysis 2. Gain knowledge on the components of a Training Needs Analysis 3. Understand the common training and evaluation models 4. Acquire detailed knowledge on the nine-step process for conducting a Training Needs Analysis CONTENTS 1. What Is Training Needs Analysis What is a Need? What is Training Needs Analysis? What Training Needs Analysis Is Not The ADDIE Model What is the Impact of a Poorly Designed Training Needs Analysis? Scope of Training Needs Analysis Classification of Training Needs 2. Components of a Training Needs Analysis Components of a Training Needs Analysis Organizational Needs Analysis Task/Job Analysis Person Analysis The Causes & Outcomes of a Training Needs Analysis Key Concerns of Management and Trainers in Needs Analysis The Kirkpatrick Training Evaluation Model 3. How to Conduct a Training Needs Analysis? Nine Steps of Training Needs Analysis Step 1 - Determine Desired Outcomes Step 2 - Link Desired Outcomes with Employee Behavior Step 3 - Identify Trainable Competencies Step 4 - Evaluate Competencies & Determine Gaps Step 5 - Prioritize Training Needs Step 6 - Determine Training Method Step 7 - Conduct Cost-Benefit Analysis Step 8 - Report Analysis & Findings Step 9 - Plan for Training Evaluation Summary
This is a 59-slide PowerPoint with accompanying Word templates The TWI Problem Solving (PS) program trains supervisors in how to solve problems in order to achieve the desired results. Based on the TWI four-step model, the TWI-PS program integrates and elevates the three original TWI skills (JI, JM and JR) into a problem-solving focus. This training presentation teaches you how to isolate the problem and then analyze the problem from the mechanical and people angles to find the root causes. Solutions are identified and prioritized to correct the problem. The results are checked and evaluated for the desired impact. This Training Package Includes: 1. TWI Problem Solving Slides (PowerPoint format) 2. Problem Analysis Sheet (Word format) 3. Causation Analysis Sheet (Word format) 4. Job Methods Breakdown Sheet (Word format) 5. Job Instruction Breakdown Sheet (Word format) 6. Job Relations Problem Solving Sheet (Word format) LEARNING OBJECTIVES 1. Solve problems based on the 4-Step Process for PS 2. Apply the Problem Analysis Sheet and the Causation Analysis Sheet to analyze and identify root causes 3. Apply the JI, JM and JR skills and tools to solve the problem CONTENTS Basic Needs of Supervisors Supervisor's Responsibilities Introduction to Problem Solving Objective of Problem Solving Results from PS Training Comparison of Toyota & TWI Problem Solving Steps What Is a Problem? 4 Steps for Problem Solving Step 1: Isolate the Problem Problem Analysis Sheet Causation Analysis Sheet Step 2: Prepare for Solution Mechanical Problems People Problems Step 3: Correct the Problem Step 4: Check and Evaluate Results Summary
This is a 78-slide PowerPoint. The TWI Job Methods (JM) program teaches supervisors how to improve methods for producing greater quantities of quality products in less time by effectively using available workforce, machines and materials. Participants are taught how to break down jobs into their constituent operations. Every detail is questioned in a systematic manner to generate ideas for improvement. New methods are developed by eliminating, combining, rearranging, and simplifying steps in the process. Job Methods yields significant benefits including reduced cost through productivity gains, increased throughput, and reduced work in process. LEARNING OBJECTIVES 1. Improve job methods based on the 4-Step Process for JM 2. Apply the Job Breakdown Sheet to analyze the current method and develop the new method 3. Utilize the JM Improvement Proposal Sheet to communicate and gain buy in to the new method CONTENTS 1. Introduction to TWI - JM 2. Definition of a Supervisor 3. 5 Basic Needs of Supervisors 4. Demonstration Job: Current Design & New Design 5. 4 Steps for Job Methods Improvement 6. Step 1: Breakdown the Job 7. Job Breakdown Sheet (JM) 8. Step 2: Question Every Detail 9. 5W1H Questions 10. Step 3: Develop the New Method 11. Eliminate, Combine, Rearrange & Simplify (ECRS Framework) 12. Principles Under Simplify 13. JM Improvement Proposal Sheet 14. Step 4: Apply the New Method 15. Examples of Ideas for Improvement 16. Practice Demonstrations: Job Breakdown for Present & Proposed Methods 17. Resistance & Resentment 18. Review of 4 Steps for JM 19. Summary & Closing Comments
This is a 15-slide PowerPoint. Forming a coherent hypothesis is an instrumental tool when analyzing and addressing any business problem. It is a common approach used by management consultants. When evaluating any new, abstract business problem, it is wise to begin by forming an hypothesis related to the problem. A popular consulting framework for forming a hypothesis is PRICE. PRICE is used by strategy consulting firms like McKinsey, Bain, and BCG. It can be used to test a hypothesis, determine if the hypothesis is valid, and answer questions, like, Does the hypothesis make sense? Should it be discarded? Should it be reworded? This document explains the PRICE framework and provides template slides to be used in your own presentations.
This is a 44-slide PowerPoint. The Fiaccabrino Selection Process is a powerful methodology for interviewing and screening the best people for your organization. The objective is to select those people who will be the highest performers with the lowest turnover. (Whereas the methodology was originally developed for a sales organization, it can easily be modified and tweaked for other functions. In fact, it has been used for positions from Marketers to Research Scientists to Pharmacists.) In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers--the best of the best. The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate's competency across each attribute. At the end of the day, the candidate must excel across all 16 of the Humanistic Attributes. This document will also discuss common behavioral modes and includes scoring/evaluation templates that can be used during the evaluation process. The Fiaccabrino Selection Process was developed by Charles Fiaccabrino, who is also the author of this document. Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as "Mr. Roche." What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this presentation, Charles hired some of the greatest performers in the history of his company. Here are some testimonials from former executives of Roche (original letters embedded in the document): "... you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whose lives you have touched as friend, counselor, mentor, leader." -- Irwin Lerner, former CEO "All of your colleagues at Roche Diagnostics, who refer to you as 'Mr. Roche,' are quite proud of your accomplishments ... I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps." -- Patrick Zenner, former CEO "In all these years, almost 30 to be exact, I'm positive no one person cared as much or worked as hard to make Roche Diagnostics great!" -- Tom Mac Mahon, former GM * * * * * After retiring from Roche at 65, Charles has consulted for a company to help them identify qualified sales candidates. Using the Fiaccabrino Selection Process, Charles helped reduce the turnover at the company from 35-40% to 2%.
62-slide PowerPoint. Developed by the Florida State University, the ADDIE Model is a systematic approach used by instructional designers and content developers to create instructional course materials. Comprising five simple phases - Analyze, Design, Develop, Implement and Evaluate, the model has been adopted as the standard method by many instructional designers because of its flexibility. The ADDIE model represents a lean, dynamic, flexible guideline for building effective training and performance support tools. The model helps to save time and money by catching problems while they are still easy to fix. CONTENTS 1. What is Instructional Design 2. Overview of the ADDIE Model 3. The Five Phases of ADDIE for Instructional Design (a) Analyze (b) Design (c) Develop (d) Implement (e) Evaluate You may also be interested in the following related documents: 1. Training Needs Analysis 2. Kirkpatrick Model for Evaluating Training Programs
Improving Employee Engagement is a priority in most Talent and HR Strategies. This presentation provides a 5-step approach to building a culture of Employee Engagement. This processed was developed by Aon Hewitt based on the Aon Hewitt Top Companies for Leaders study. Best practices from the leading organizations have shown leaders lead the way to a culture of Employee Engagement. These leaders focus on building skills, empowering others, and driving individual accountability to take ownership of one's own engagement. Thus, engaging leadership is the first step in our model: 1. Build Engaging Leadership 2. Create a Compelling Employee Value Proposition (EVP) 3. Grow our Talent 4. Enable Engagement and Performance 5. Focus on the Individual This document also includes templates you can use for your own business presentations.