Yes, I would suggest you give the employee a verbal warning concerning her unprofessional behavior. While you could, in fact, tell her to “grow up,” that may not be the most useful advice. You can tell her that slamming and stomping are not acceptable behaviors in a professional setting, and that you would appreciate it if she addressed frustrations with her direct supervisor or with you. You should also remind her that you’re on the same team and helping the team is part of everyone’s job description. You might also let her know that you’re there to support her, that you want her to succeed, and that while first jobs can be especially stressful, she’s not alone.
There are a lot of reasons why an employee or a team may be underperforming, and sometimes it takes a little digging to get at the root of the problem. Under-performance could be due to a skill gap, unclear expectations, or a lack of incentive to perform. It could be due to obstacles in your organization that prevent people from completing their assignments or getting their work done on time. There could be a combination of factors that would need to be addressed before employees could routinely do their best work.
Consequently, while your performance management process should have some consistency to avoid any discrimination, it also needs to be complex enough to account for a mul
On January 31, 2020, the United States Citizenship and Immigration Services (USCIS) released a new Form I-9. The form is dated 10/21/2019 and should be used immediately. USCIS is allowing employers a three-month grace period, however, during which the old form (dated 07/17/2017) may be used. By May 1, 2020, only the new form should be used.
The new form can be found on the HR Support Center by searching Form I-9, or on the USCIS website, here. Regardless of where you get it, make sure you right click on the download link and “Save link as…” then right click the saved file on your computer and select “Open with Adobe...”
USCIS made the following changes to the
Valid wage garnishments need to be followed regardless of the affected employee’s feelings on the matter. In this case, you should go ahead and follow the instructions from the garnishing agency, withholding and sending them the specified amounts. The instructions should tell you what kind of notice you need to provide to the employee and provide a contact number if you have questions about remitting the payments. You may want to have a separate conversation with the employee so you can explain your legal obligations and why you cannot refuse to withhold the required amounts. If the employee wishes to get the garnishment discontinued or altered, you can refer the employee to the garnishin
Yes, I would recommend investigating the allegations even though the accusing employee has left the organization. If your investigation shows that harassment occurred, I would recommend taking disciplinary action as appropriate.
Federal law obligates employers to prevent or stop unlawful harassment. Harassment happens when behavior is unwelcome and based on a protected class such as race, gender, age, religion, national origin, or disability. It becomes unlawful when it is severe or pervasive enough to create a hostile work environment. In this case, since you’ve been made aware of alleged sexual harassment, failing to investigate the allegations could invite risk, especially if