We are so excited to introduce you to Jessica, one of our newest team members! She is a Senior Accountant in our CFO Services group who is making things happen in Dayton on the daily!
We are so excited to introduce you to Rami, one of our newest team members! He is a Staff Accountant in our Tax Services group making things happen in Columbus on the daily!
We are so excited to introduce you to Kristina, one of our newest team members! She is an Administrative Assistant who is making things happen in Cincinnati on the daily!
We are so excited to introduce you to Brian, one of our newest team members! He is a Senior Consultant in our Business Advisory Services group making things happen in Dayton on the daily!
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!
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.
We are so excited to introduce you to Kaori, one of our newest team members! She is an Accountant in our CFO Services group making things happen in Dayton on the daily!
“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.