Disaster Your Employee Volunteerism Policy - Workology

Disaster Your Employee Volunteerism Policy Disaster Your Employee Volunteerism Policy In times of disaster, we tend to see the best in human behavior. On Sunday, May 22, 2011, a massive tornado ripped Joplin, Mo., in half, flattening homes, business, hospitals and lives. More than 100 lost their lives. Shortly after, emergency personnel, law enforcement and rescue agencies were in place, finding those trapped beneath the destruction, rescuing those who needed help, setting up shelters and doing all they could to keep survivors safe. Disaster Your Employee Volunteerism Policy Along with fire and police, agencies like The Red Cross and The Salvation Army also mobilized units to assist in disaster response. Agencies like these rely heavily on volunteers, and your employees may be among that volunteer force. As an organization that supports and employs many members of the local community, how do you handle requests for time-off to volunteer? If your employees are passionate about giving their time and effort to a disaster response organization, what are your rules in releasing them to do so? After all, your business may suffer if your work staff disappears for hours, days or weeks to help in the aftermath of a tragedy. It helps to have some options in place. The upside is that allowing volunteerism during work hours may also help your company. A University of Florida study found companies benefit by allowing their employees to volunteer during work hours occasionally since they come back happier, more productive employees. There are several ways you can allow for volunteer time-off requests while still protecting productivity in the office. Yes, while volunteerism is certainly laudable and necessary, your company still has to be able to function as well. Here are some ideas: Alternative work schedules â€" allowing the flexibility to approve a variety of work arrangements for employees heavily involved in volunteer work. Credit work hours â€" allowing a flexible work schedule in which an employee can work in excess of normal requirements so they can vary the length of a work week. For instance, they can work two extra hours in four days in order to get the normal fifth day off. Scheduled time off â€" this includes annual leave, vacation time off, excused absence and leave without pay. Whenever possible, act favorably on requests like this to fulfill volunteer time requests or allow a certain amount of time to use excused absence or leave without pay, i.e. one week every six months. Compensatory Time â€" approve requests from employees for time off in exchange for performing an equal amount of overtime work over a set period of time. What’s your policy? How do you handle requests for volunteer time off? Heide Brandes is a writer and content creator for Xceptional HR.   She has more than 15 years of experience as an award-winning journalist and editor who specializes in human resources, career, and recruiting topics. You can learn more about Heide, our newest contributor at HeideWrites and follow her on Twitter @heidewrite.

Two Top LinkedIn Mistakes

Two Top LinkedIn Mistakes There are two things that new/unpracticed LinkedIn clients do that make me need to shout. LinkedIn is a systems administration tool. Networking is tied in with interfacing with people. In request to associate there as a rule should be a typical connection, association, intrigue, something. Otherwise, for what reason would anybody associate with somebody they didnt know? The individual who associates with anybody or everybody is known as a LION LinkedIn Open Networker and it quite often shows up in their profile. For all of us utilizing LinkedIn, we have various reasons or objectives for utilization of the tool. If you take a gander at the bottom of every people profile, you will see regularly observe what their rationale is. Misstep number: Not Reviewing the profile of the individual you need to associate with Particularly the Contact Settings area Before you send that challenge to interface, check whether the individual you are welcoming has built up and expressed measures for associations. Misstep Number Two: Not customizing the LinkedIn greeting I know, LinkedIn doesnt make customizing the message the main alternative, and it very well may be neglected or forgotten. Nothing stinks a greater amount of give me, give me, give me than the canned greeting: Id like to add you to my expert system on LinkedIn. Answer the why question for the receiver. Tell them why you need to connect. Remind them how you know them. In the event that you arent sure where the alternative is to customize your message, there are two deceives you have to know. Where to tap on the interface catch and how to customize the welcome from your cell phone. Tap into these insider facts in this post: Continuously Customize Your LinkedIn Invitation to Connect Only from time to time would I prescribe mass mailing LinkedIn solicitations to people. You can not alter them. Take it each in turn and support the relationship. This is an individual association, not an anonymous, nondescript, obscure contact. In the event that you have an alternate point of view on LinkedIn solicitations, it would be ideal if you share in the remarks.

The Billionaire Owner of the Cleveland Cavaliers Runs More Than 100 Companies According to These 19 Rules

The Billionaire Owner of the Cleveland Cavaliers Runs More Than 100 Companies According to These 19 Rules Dan Gilbert runs a realm. He shows up as the very rich person proprietor of the NBA's Cleveland Cavaliers, but at the same time he's the director and originator of Rock Ventures, his holding organization for more than 100 organizations, including the Cavs, the land organization Bedrock that is changing midtown Detroit, and the organization that previously brought him significant achievement, the home loan moneylender Quicken Loans. Around 20 years back, Gilbert chose to record a lot of rules that would characterize Quicken Loans' corporate culture, bringing about the book of isms, â€" that is, cutesy idioms, as Gilbert calls them, speaking to greater administration thoughts. It doesn't make a difference, truly, what we do in light of the fact that that could change or extra things could be included, Gilbert revealed to Business Insider for a scene of our digital broadcast Achievement! How I Did It. However it's what our identity is, which guides dynamic, your activities, your practices. Gilbert began with a couple isms and included more as the years passed by. He said they're not novel but rather tap into what he considers to be widespread realities about maintaining an effective business. Einstein didn't make up relativity â€" he found it, Gilbert said. I kind of view it a similar way. Today, every worker of a Rock Ventures organization gets a 144-page isms guide of 19 standards. Yet rather than perusing like a dry business book, it's loaded up with brilliant pictures and 1950s-style kid's shows. A note toward the starting says that the whole guide was composed by Gilbert and that to keep it credible it isn't stressed a lot over appropriate language structure. The standards might not have the equivalent syntactic structure, yet they're steady with what you'd find in a clear â€" and frequently eccentric â€" email from Gilbert. The isms are: 1. Continually raising our degree of mindfulness. Really tuning in to a customer is a functioning, not latent, expertise. 2. The inches we need are wherever around us. An organization can't be extraordinary by being remarkable in just a single way â€" it requires exceeding the opposition down to the littlest subtleties, or what Gilbert calls the inches. 3. Reacting with a need to keep moving is the risk to play. All workers need to react to calls and messages, regardless of whether from customers or associates, around the same time they were gotten. 4. Each customer. Without fail. No special cases. No reasons. Customers couldn't care less the amount you know until they realize the amount you give it a second thought, Gilbert composed. 5. Fixated on finding a superior way. Gilbert composed that he needed workers to feel engaged to make some noise on the off chance that they believe there's a superior method of accomplishing something and the board to maintain a strategic distance from an organization that would smother these thoughts. 6. Truly before no. This doesn't imply that each and every thought, question, proposal or suggestion will at last be met with a major approval, Gilbert composed, yet that nobody ought to promptly destroy it. 7. Disregard the clamor. With the entirety of the impact Gilbert uses, regardless of whether it's regulating a NBA group or reexamining Detroit's midtown, he can be a dubious figure. He said that if there's an issue, he'll fix it, however without concentrating on naysayers. He needs his workers to do likewise. 8. It's not about WHO is correct, it's about WHAT is correct. There is no spot at our organization for run of the mill corporate presumption, Gilbert composed. 9. We are the 'they.' Siloing of groups inside an organization, where partners become others, is poisonous, Gilbert composed. All colleagues must know that as a major aspect of a similar organization they are progressing in the direction of similar objectives. 10. You need to remove the dish from the stove. Being a stickler can prompt botched chances and is an exercise in futility and vitality. 11. You'll see it when you trust it. In the book, Gilbert shared a companywide email he sent in 1998 in which he announces â€" utilizing shout focuses and capital letters â€" that for Rock Financial (Quicken Loans' unique name) to prevail later on, it needs to turn into an innovator in giving home loans on the web. It was this drawn out vision, Gilbert contended, that drove Quicken Loans to turn into the biggest home loan bank in the US. 12. We'll make sense of it. This is a follow-up to the bit about the dish in the broiler â€" the attention on pushing ahead with ventures before everything is impeccable ought to be seen as an upper hand, not a wellspring of dread. 13. Consistently tallies. Time, not cash, is the most important item of all, Gilbert composed. Time can never be supplanted. Never exchange critical measures of time for little totals of cash. 14. Numbers and cash follow; they don't lead. Regardless of whether in moving toward your vocation or your organization's objectives, utilizing development as inspiration as opposed to cash will be what brings about a higher check and better arrangements. 15. A penny spared is a penny. Make speculations considering the 10,000 foot view, letting loose you to make enormous costs for the time being. Gilbert utilized a case of putting $3 million in new seats at the Quicken Loans Arena, where the Cavs play, to add to the general estimation of the group. 16. We eat our own pooch food. Gilbert needs the entirety of his Rock Ventures organizations to exploit and bolster each other. That implies utilizing and supporting administrations and items inside the group of organizations â€" and there's even a solid proposal to root for the Cavs. (The expression was promoted by Microsoft during the '80s, and is a ridiculous allegory speaking to individuals making the items utilizing them, and doing whatever it takes not to exploit a client by compromising.) 17. Effortlessness is virtuoso. Multifaceted nature doesn't compare to quality. Truth be told, it's normally the inverse, Gilbert contended. Locate the simplest, cleanest methods of completing things. 18. Advancement is remunerated. Execution is venerated. Fantastic thoughts and arranging are significant to progress however are just a large portion of the procedure. The execution of them requires the same amount of consideration, or, in all likelihood nothing that preceded it makes a difference. 19. Make the best choice. The more respectable option isn't an alternate way. Adhere to the best quality of honesty, without bargain, Gilbert composed. How might you turn out badly making the best decision? This article initially showed up on BusinessInsider.com.

A Story with a Happy Ending

A Story with a Happy Ending Throughout the most recent couple of months I have been pushing the idea really hopeless in the area of taking work that probably won't be the dreamiest, yet at any rate a check. I have been empowering this for a few reasons: We dont realize to what extent it will be before things pivot Having choices is better than not having choices I care about all of you and dont need to see you endure monetarily and by and by This week I have heard incredible stories andI need to share onebriefly. The first is of a gifted and more than able advertising and team lead who was unfortunately constrained into early retirement by his past manager. This circumstance constrained the man of honor to rethink his next vocation move. In the course of recent months he has applied and met with various perceived Rochester managers, however too bad, he was either over qualified, not exactly qualified or they chose not to fill the activity. He has interests outside of work, one of which is cycling. He discovered that another bicycle organization was coming to town and went to look at it. While in the store chatting with the chief about new deals positions, he felt constrained to greeta client in the shop. He didnt stop there, he got some information about their needs and wants and when they arrived at the point ofpricing request, he gave it to different sales rep. He felt elated. He has acknowledged an occupation with this bicycle shop, accomplishing something he adores, around the subject of something he is very inspired by and will make slightly more than the lowest pay permitted by law to begin. He is as yet invigorated about the potential, the way that he can do this and do it truly well and will feel required and beneficial without precedent for some months! There is a spring in his progression and a grin on his voice that I havent heard since I met him! Much obliged to you sir, for letting me tell your story!!!! I trust it offers understanding to many.