One of the most common and useful tools to govern a workplace is an employment manual, for it lays out the essential “rules of road” setting forth policies such as benefits, general obligations and discipline.  Another useful tool is a written job description, setting forth the duties for an employee.

Many employers have a rather time consuming formal (or even informal) process where a new hire will spend hours doing nothing but mind numbingly filling out or reviewing paperwork on their first official day of work.  My recommendation – gleaned from basic training in the military – is to offer a P-day:  pay the new hire to come in, fill out paperwork (and, as many employers do, have certain “videos” to watch, or if there is a welcome aboard “lunch” – have these done at that time), then have our hire begin his or her duties (or formalized training cycle) the next day.

Good practice suggests that an employer daily monitor, and on a periodic basis, formally review its employees.  Violations of policy, good practice also suggests, should have some form of counseling, formal warning, suspension and then termination; unless such violations are so serious as to warrant immediate dismissal.

Equal employment opportunity violations are particularly concerning for an employer, given their implications as to the base culture of the organization and at law, and need to be quickly and thoroughly investigated.  That said, sometimes an investigation will result in action up to dismissal, and sometimes prove unfounded – and if the investigation has been fairly conducted, the employer must be willing to back either result.

In the course of employment, it is often good to cross-train personnel.  Cross-trained personnel better understand the organizations other divisions and roles, can step in when the need arises (illness, etc.), and the employer may even find that the cross-trained role is a better fit for the employees skill sets and personal traits.

Good organizations develop a pool of talent from which it can promote ortransfer to better fill needs and roles.  The best organizations have managers who are fearless and are willing to identify, advance and promote talent, mindful that thought that individual might come to “surpass” his or her in the organizational hierarchy, that since the organization will benefit; not only will he or she in fact be strengthened, senior managers will note that “talent identifier,” but the individual who was advance will remember the one who allowed them to grow.