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bestpractices1. Work with human resources and managers of the critical areas
of the company’s business to identify the core competencies
employees will need in three, five and 10 years.
2. Study competitors and survey employees to determine the benefits
and practices they see as key attractions.
3. Develop plans and policies that provide competitive benefits,
embrace the company’s business goals and encourage employees
to continue to develop core competencies, while reducing or
eliminating potential causes of dispute and litigation.
4. Measure success through exit interviews, claims review and
turnover analysis, and correlate the effects with the company’s
implementationstepsDuring economic downturns, many companies cut back on
nonessential employee development programs and benefits.
Counsel’s review of handbooks and corporate policies may
be limited to achieving compliance with applicable laws.
If a company minimizes its employee relations and career
development activities, hiring and retaining employees may
be a challenge once the economy improves.
While reviewing employment policies for legal compliance is
the role of in-house counsel, employee communications, training
and development often are not. Management may perceive
in-house counsel solely as an arbiter of legal disputes. By taking
the initiative to combine effective employee communications
programs with legal review, in-house counsel can help turn
employment handbooks and policies into important recruiting
and retention tools.
Dorsey & Whitney LLP
Effective employment policies and programs produce measurable
results, including lower turnover and fewer legal claims. The energy
and synergy created by employees who are excited about their work,
connected to the organization’s goals and committed to take on
more professional challenges often will directly improve profitability
and the bottom line. Other measurable benefits include fewer
workers’ compensation and unemployment claims and fewer
requests for personal and