We are excited to announce that Brixey & Meyer was named one of the Best of The Best Firms for 2021 in the United States and Canada by INSIDE Public Accounting!
We are excited to announce the expansion and relocation of our Columbus office space. We recently moved to 485 Metro Place South, Suite 400, Dublin, OH 43017.
We are pleased to announce that Jonathan Harrington has been promoted to the role of Columbus Office Leader, effective July 2021.
I stumbled into Human Resources. Prior to my Human Resources career, I had very little understanding of what “HR people” did. As the department of “NO,” I saw HR as a group of people isolated from core organizational goals. As a “siloed” department, I saw a group of people working hard to process paperwork, pacify disgruntled employees, and fix payroll and benefits mistakes. What a misunderstanding!
We are pleased to announce that we have formed a joint venture with RiskVersity effective April 2021.
As more Americans get vaccinations and an economic recovery is within sight, manufacturers can bring lessons learned during the pandemic to accelerate growth. However, a recent BDO USA, LLP poll found that manufacturers are split; some are in growth mode and are focusing on product or service innovation and tech investments, while others are looking to weather the rest of the economic downturn and restructure.
I believe that…
· Employees are capable of excellence.
· Certain employee behaviors, which do not meet expectations can be improved upon by utilizing a SOLID corrective action process.
· Great leaders recognize individual genius in people, and they know how to ignite it!
· Great leaders must address poor behavior and performance at times to ignite this genius.
“Every coin has two sides.” Just like a coin, every adverse employee act has various corrective action options. Even though a set of black and white guidelines denoting specific actions for every situation would be nice, it is not that easy. Employee behaviors and performance are rarely identical, which requires managers to understand the broader reasons for corrective action. In the end, corrective action exists CORRECT behaviors and/or performance contrary to the organization’s purposes, plans, and outcomes. Managers must understand the context of a team-member’s situation to know how to best utilize corrective action.
It was a cold December morning. With coffee in hand and the radio blaring out weekend football scores, Sam headed to work. It was his third year as a manager. His division was neither under nor over-performing, but it was another average year of performance. Sam thought through his day and remembered that he was to meet with Henry, his supervisor, for his annual performance evaluation. Sam knew it would be another review filled with circled numbers, meaningless reflection, and wandering chatter. Little did he know that this would be his last day on the job.