When I started with Prime Construction Group, Inc. there were no procedures on disciplinary actions or any training on this matter. I introduced their now disciplinary procedure that consisted of:
• Verbal coaching
• Written Warning
• Performance Improvement Plan
• Suspension with or without pay
• Termination
I had to explain to the supervisors on the consequences in not documenting employee issues properly. Because the HR department was nonexistent at the time they were reluctant to add additional paperwork to their loads. When I realized that this was going to be more challenging that normal I hired a outside employee relations lawyer and had him come in and explain to the managers that even though FL is an at will state the company and them personally can still get sued for a wrongful termination. This opened their eyes and within a month they adopted the new procedure.
2. Please describe a time when you had to weigh competing deadlines, and make a choice on which work to prioritize first. Along with the HR department I was also handling the personal items from my CEO along with being his Project Management Admin Assist when he was running projects. When I was faced with deadlines in my HR role and my PMA role I would sit down with my CEO and get clear directions on what he needed first. I …show more content…
I did my due diligence on what we needed as a company in this system. After the decision was made on what system worked best for us, I had a full one on one training session with the CEO, COO and Payroll Administrator and went over the system. I created manuals for each aspect of the software and step by step procedures on entering, editing and uploading items to the HRIS. I then followed up with each department and made sure that there were no changes that needed to occur through the process. I had trials with each module of the HRIS before we rolled it out
• Verbal coaching
• Written Warning
• Performance Improvement Plan
• Suspension with or without pay
• Termination
I had to explain to the supervisors on the consequences in not documenting employee issues properly. Because the HR department was nonexistent at the time they were reluctant to add additional paperwork to their loads. When I realized that this was going to be more challenging that normal I hired a outside employee relations lawyer and had him come in and explain to the managers that even though FL is an at will state the company and them personally can still get sued for a wrongful termination. This opened their eyes and within a month they adopted the new procedure.
2. Please describe a time when you had to weigh competing deadlines, and make a choice on which work to prioritize first. Along with the HR department I was also handling the personal items from my CEO along with being his Project Management Admin Assist when he was running projects. When I was faced with deadlines in my HR role and my PMA role I would sit down with my CEO and get clear directions on what he needed first. I …show more content…
I did my due diligence on what we needed as a company in this system. After the decision was made on what system worked best for us, I had a full one on one training session with the CEO, COO and Payroll Administrator and went over the system. I created manuals for each aspect of the software and step by step procedures on entering, editing and uploading items to the HRIS. I then followed up with each department and made sure that there were no changes that needed to occur through the process. I had trials with each module of the HRIS before we rolled it out