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Strategies and Approaches to Strategic Internal Investigations - Do too much, do too little...How d by TrainHR Webinars





Article Author Biography
Strategies and Approaches to Strategic Internal Investigations - Do too much, do too little...How d by
Article Posted: 03/20/2014
Article Views: 310
Articles Written: 157
Word Count: 514
Article Votes: 0
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Strategies and Approaches to Strategic Internal Investigations - Do too much, do too little...How d


 
Education,Relationships,Organizing
Overview : This webinar will cover best practices in processes and procedures for internal employment investigations. How to begin (and end) your investigations with a sound methodology for investigations that supports your employment decisions and documents it as such. Other than the alternative, to start your investigation in the middle with methods, documentation and poor decisions that portrays the employer as illogical, judgmental, incompetent, and less than thorough - even if they were not.

Why should you attend: Upon notice of a potential problem, how an employer decides to proceed; gathering facts and evidence, taking complaints, interviewing witness, storing evidence, determining credibility, making decisions and acting on those decisions including follow up, are what comprises an employer's internal investigation.

Gathered, stored and used properly, good documentation - timely, factual, thorough, accurate and objective; can be beneficial in supporting employment decisions, and if need be, even supporting terminations. Proper handling of any physical evidence is also necessary to defend an employer's actions. How an employer interviews employees; who, where, when, how, and why -what they do ask and do not ask, is vitally important as well. Employer investigations, including all the employer's actions and documentation (or not) are records to support an employer's decision-making processes - or not.

Areas Covered in the Session: Taking an accurate initial complaint, the foundation to a competent complainant based investigation Processes and procedures for processing interviews - before the interview, beginning the interview, during the interview and ending the interview What you don't write down can be as important as what you do Setting up a good, yet manageable Chain of Evidence, making sure to gather and include evidence you may have overlooked Keeping it private - Determining Need To Know vs Want to Know "Side" conversations - gathering documentation on the fly; whether in the hallway or remotely and what to do When do you know you've investigated enough? Or not enough? How to review your actions and documentation before writing the final report Writing a solid, objective, professional investigative report Checking documentation for accuracy before making a negative employment decision Ending the investigation and following up after the investigation

Who Will Benefit: Managers Branch Managers Store Managers HR Generalists HR Managers Plant Managers Management Business Owners

Teri Morning, MBA, MS, SPHR, SPHR-CA is the President of her own HR Consulting firm. She has over 15 years human resource and training experience in a variety of professional fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit company structures. She has consulted with employers on their problems and trained managers and employees for over 10 years, enjoying traveling the country extensively, meeting and working with employees from all types of businesses. In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management. She was certified by the State of Indiana in mediation skills, is qualified as a Myers-Briggs practitioner and holds the dual SHRM certification of a Senior Professional in Human Resources (SPHR) and Senior Professional in Human Resources – California (SPHR-CA).

Related Articles - hr training, hr tarining and development, hr management, human resource training,

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