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USA Today
3 days ago
- Business
- USA Today
Can a worker be fired without a reason? Ask HR
| Special to USA TODAY Johnny C. Taylor Jr. tackles your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world's largest HR professional society and author of "Reset: A Leader's Guide to Work in an Age of Upheaval.' Have a question? Submit it here. Question: While I was working a seasonal job, I was fired just weeks before the term ended. However, my employer never gave me a reason for the termination. My former manager referred me to HR, but I never received a response to my inquiries there. Can I be fired without my employer giving me a reason for the termination? – Leo Answer: I'm sorry to hear about your situation. Being terminated without an explanation can definitely feel frustrating and confusing. While the specifics can vary depending on your location and circumstances, here's some general guidance to help clarify your rights and options. The answer largely depends on the laws in your state or country and the nature of your employment. Most states operate under an 'at-will' employment system. This means an employer can terminate your employment at any time, for any reason (or no reason), as long as it's not illegal (e.g., discrimination or retaliation). However, some states have laws requiring employers to provide an explanation for termination, either verbally or in writing, particularly in cases of involuntary termination. Since your job was seasonal, the terms of your employment may have also been governed by a contract or agreement. If there were specific guidelines about duration or conditions for termination outlined in that contract, your employer should have followed them. While employers may not always be legally required to provide a reason, it's considered best practice to do so. Communicating the reason for termination helps prevent confusion and disputes, demonstrating that the decision was thoughtful and fair. When an employer fails to provide a reason, it can understandably raise concerns. If your former manager referred you to HR and you didn't get a response from them, it's worth taking additional steps to follow up. Here's what you can do: ◾ Contact HR again. Reach out via email or phone to reiterate your request for clarification. Be clear and professional in your communication. ◾ Check your employment documents. Review any offer letters, contracts, or employee handbooks you received when you started the job. These may provide information about termination policies and procedures. ◾ Document everything. Keep records of all communications with your former employer, including dates and times you contacted HR or other points of contact. If you suspect the termination might have been discriminatory or in violation of employment law, you have a few options: ◾ Seek legal guidance. Consulting with an employment attorney can help you better understand your rights and the terms of your contract, especially if you believe the termination was unlawful. ◾ File a complaint. You may be able to do this through your state's labor department or the Equal Employment Opportunity Commission (EEOC) if the termination violated employment laws. While the situation may be disheartening, use it as an opportunity to reflect and move forward. If you're in the job market again, focus on highlighting your skills and experience from that seasonal role, as well as any lessons learned. Regardless of the circumstances, you can take the next step in your career with confidence. Being proactive and informed about your rights is always a good move. If you need further guidance, don't hesitate to seek professional advice or resources in your area. Wishing you the best in your next chapter!
Fast Company
3 days ago
- Business
- Fast Company
The two kinds of people in the world—and why it matters for leadership
One provocative assertion I often make when teaching is that there are two kinds of people in the world: those who have hearts and those who don't. Students and executives usually chuckle awkwardly at this statement, wondering where I am going. I then share that many leaders look at changing technology and changing markets and realize that a lot of jobs in their companies will inevitably be eliminated within the next few years, and it's not hard to predict which jobs will go away. The question is how the executives react to this realization. Leaders who 'have hearts' experience empathy for those currently in jobs that will be disappearing, seeing individual faces and hearing individual names in their minds. Such leaders think of the men and women in their organizations as flesh- and-blood humans. They worry about employees losing jobs that feed their children, keep roofs over their heads, and provide health insurance, not to mention (hopefully) supplying a sense of satisfaction and meaning. Other leaders see the job elimination through a cooler lens, less concerned for those affected. They embrace 'creative destruction' as a fundamental aspect of how capitalistic systems work. Austrian economist Joseph Schumpeter wrote about the inevitability that new technologies and advancements will destroy what came before. For instance, there used to be great demand for skilled telegraph operators and folks who could add columns of numbers quickly with just a pencil—until more cost-effective technologies devalued those skills. Leaders with this perspective focus not on the hardships of the unemployed but on the numerous new jobs created by the same forces of change. They believe employees simply must adapt or be left behind, and there's no point in getting upset about it—everyone owns their individual career. They see the latest disruptions as just the continuation of the human experience, going all the way back to our hunter- gatherer ancestors. Still others may only care about job cuts for the sake of cost reduction, never mind the 'creative' part of the destruction. For the purposes of Systems Leadership, it doesn't matter which type of person you are in my (admittedly reductive) shorthand. You need to invest in your people whether you have a heart or not, for at least three major reasons. 1. It's cheaper and easier to retrain than replace Studies show that it often costs less to reskill a current employee than to recruit, hire, and train a new one. According to the Society for Human Resource Management, finding and training a new employee can cost as much as six to nine months of their salary. For instance, if a worker earns $60,000, the company could end up spending an additional $30,000 to $45,000 to replace them. The Center for American Progress estimates the costs can be even higher, depending on the role. This means reskilling an existing employee is not just the right thing to do, but often the more cost-effective strategy. 2. Investing in people boosts morale and discretionary effort When a company invests in retraining its employees, it sends a powerful message. Imagine the morale boost when employees learn that their company values them enough to send them for specialized training in AI. Now contrast that with hearing that the company is posting external job openings for AI specialists, and layoffs are on the horizon to fund the new hires. The impact on employee enthusiasm and engagement is profound. Continuing education and upskilling are crucial for fostering loyalty, enthusiasm, and a productive workplace culture. 3. Institutional knowledge is an invaluable asset Many leaders prioritize fresh ideas, new talent, and innovation. But systems leaders understand the unique value of institutional knowledge—the insights and perspectives that only come from experience. While hard data often drives decisions, there's immense value in recognizing the importance of those who have navigated the complex challenges of the past. Their insights can be the key to solving future problems. Whether they 'have hearts' or not, leaders must see employees as a resource to be invested in to advance the needs of the company. Systems Leaders take advantage of cost-saving opportunities without treating their people like replaceable cogs in a machine. At the same time, however, they believe fully in holding people accountable to high standards. They would say it's a false choice to frame strong management and compassionate management— hard heads and soft hearts— as opposites. Great leaders aspire to both.
USA Today
3 days ago
- Business
- USA Today
Can a worker be fired without a reason? Ask HR
Can a worker be fired without a reason? Ask HR Johnny C. Taylor Jr. tackles your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world's largest HR professional society and author of "Reset: A Leader's Guide to Work in an Age of Upheaval.' Have a question? Submit it here. Question: While I was working a seasonal job, I was fired just weeks before the term ended. However, my employer never gave me a reason for the termination. My former manager referred me to HR, but I never received a response to my inquiries there. Can I be fired without my employer giving me a reason for the termination? – Leo Answer: I'm sorry to hear about your situation. Being terminated without an explanation can definitely feel frustrating and confusing. While the specifics can vary depending on your location and circumstances, here's some general guidance to help clarify your rights and options. The answer largely depends on the laws in your state or country and the nature of your employment. Most states operate under an 'at-will' employment system. This means an employer can terminate your employment at any time, for any reason (or no reason), as long as it's not illegal (e.g., discrimination or retaliation). However, some states have laws requiring employers to provide an explanation for termination, either verbally or in writing, particularly in cases of involuntary termination. Since your job was seasonal, the terms of your employment may have also been governed by a contract or agreement. If there were specific guidelines about duration or conditions for termination outlined in that contract, your employer should have followed them. While employers may not always be legally required to provide a reason, it's considered best practice to do so. Communicating the reason for termination helps prevent confusion and disputes, demonstrating that the decision was thoughtful and fair. When an employer fails to provide a reason, it can understandably raise concerns. Retention: How do I reduce the turnover rate among remote employees? Ask HR If your former manager referred you to HR and you didn't get a response from them, it's worth taking additional steps to follow up. Here's what you can do: ◾Contact HR again. Reach out via email or phone to reiterate your request for clarification. Be clear and professional in your communication. ◾Check your employment documents. Review any offer letters, contracts, or employee handbooks you received when you started the job. These may provide information about termination policies and procedures. ◾Document everything. Keep records of all communications with your former employer, including dates and times you contacted HR or other points of contact. If you suspect the termination might have been discriminatory or in violation of employment law, you have a few options: ◾Seek legal guidance. Consulting with an employment attorney can help you better understand your rights and the terms of your contract, especially if you believe the termination was unlawful. ◾File a complaint. You may be able to do this through your state's labor department or the Equal Employment Opportunity Commission (EEOC) if the termination violated employment laws. While the situation may be disheartening, use it as an opportunity to reflect and move forward. If you're in the job market again, focus on highlighting your skills and experience from that seasonal role, as well as any lessons learned. Regardless of the circumstances, you can take the next step in your career with confidence. Being proactive and informed about your rights is always a good move. If you need further guidance, don't hesitate to seek professional advice or resources in your area. Wishing you the best in your next chapter! The views and opinions expressed in this column are the author's and do not necessarily reflect those of USA TODAY. Job hunting? Should you tell your employer you're looking for a new job? Ask HR
The Sun
4 days ago
- Business
- The Sun
Why Malaysian companies are losing talent and how to fix it?
IN today's digital-first economy, talent is not just important, it's everything. As businesses across Malaysia face increasing pressure to embrace new technologies and meet evolving customer demands, the strength and adaptability of their workforce have become mission-critical. Yet, a growing concern has emerged: 40% of Malaysian employers say they are struggling to retain employees due to significant skill gaps. Many of these gaps are tied to the digital transformation sweeping through industries, and the issue goes deeper than a lack of technical training. Often, companies don't even know what skills they should be focusing on, which makes it nearly impossible to build effective development plans. Former human resources minister V. Sivakumar highlighted in 2023 that up to 4.5 million Malaysians could face job losses by 2030 if they do not enhance their skills, particularly in response to the rise of artificial intelligence and automation. This uncertainty presents a serious challenge. Without clear visibility into the strengths and weaknesses of their workforce, many companies risk being left behind. Rapid innovation is now the standard, not the exception, and organisations that fail to keep pace may find themselves unable to compete. Fortunately, the solution lies not in guesswork or generic training modules, but in the power of people and behaviour analytics, a smart, data-driven approach to talent development. Turning data into development People analytics refers to the practice of collecting and analysing employee data to inform strategic decisions about hiring, development, engagement, and performance. When combined with behaviour analytics, businesses have the opportunity to gain a holistic understanding of their workforce. This allows them to design learning strategies that are tailored, relevant, and aligned with business goals. Building upon this integrated approach, organisations that effectively leverage people analytics experience a 25% increase in business productivity and a 50% reduction in attrition rates. Furthermore, a study by the Society for Human Resource Management (SHRM) found that companies utilising HR data analytics saw a 21% boost in productivity and a 22% decrease in turnover. These statistics underscore the tangible benefits of data-driven strategies in enhancing workforce performance and retention. By combining insights from people and behaviour analytics, this targeted approach ensures that each employee's learning journey is relevant, which not only improves learning outcomes but also increases engagement and satisfaction. Businesses can also craft personalised learning and development programmes that not only align with organisational goals but also foster a more engaged and efficient workforce. In this direction, employees are more likely to stay and grow in organisations that recognise their individual potential and invest in the right areas. Using learning data to drive strategic workforce development The importance of upskilling cannot be overstated. In a business environment where change is constant, continuous learning has shifted from being a luxury to a survival strategy. Skills that were in high demand just a few years ago are quickly becoming obsolete, replaced by new competencies in areas like artificial intelligence, cybersecurity, digital marketing, and automation. Yet many organisations continue to rely on outdated or broad training programmes that don't address the actual needs of their teams. For instance, if data shows that employees are consistently underperforming in areas related to digital communication or project management, a company can respond with focused learning modules tailored to close those specific gaps. At the same time, leadership teams can monitor progress over time, identifying high performers, potential mentors, and areas where further support is needed. This creates a culture of accountability and growth, where learning is not just encouraged but strategically integrated into everyday work. This is where solutions like OpenAcademy play a transformative role. OpenAcademy empowers employers to turn learning insights into real, measurable action. By tracking course completion rates, engagement metrics, and knowledge retention through quizzes and surveys, companies gain a detailed picture of how their employees are progressing. These insights allow leaders to make informed decisions about where to invest in training, which skills to prioritise, and how to align employee development with long-term business strategies. Building future-ready skills with data-driven clarity People and behaviour analytics offer Malaysian companies a clear, data-driven path to building a future-ready workforce. By identifying current capabilities, forecasting future skill needs, and aligning training with business goals, organisations can ensure their development efforts deliver real impact. This not only improves performance and innovation but also reinforces a culture where employees feel recognised and supported in their growth. Crucially, these benefits are accessible to businesses of all sizes. For Malaysia's many SMEs, even simple analytics tools can lay the groundwork for smarter talent development and long-term success. As companies continue to navigate digital transformation, embracing analytics will be key to staying competitive, resilient, and future-focused.
Yahoo
27-05-2025
- Business
- Yahoo
How do I reduce the turnover rate among remote employees? Ask HR
Johnny C. Taylor Jr. tackles your human resources questions as part of a series for USA TODAY. Taylor is president and CEO of the Society for Human Resource Management, the world's largest HR professional society and author of "Reset: A Leader's Guide to Work in an Age of Upheaval.' Have a question? Submit it here. Question: I lead a virtual customer service center. Sixty-six percent of our positions are remote. Since expanding to remote work, we've improved our recruiting capabilities. However, retention is significantly lower among our remote staff than our hybrid and onsite workers. What can we do to reduce turnover among our remote staff? – Tia Answer: Employers face distinct challenges in managing remote workforces. Consequently, they must develop innovative solutions when in-person or hybrid operations aren't feasible. To reduce turnover among remote employees, it's crucial to tackle remote staff issues while fostering inclusion and engagement within the team. Here are some actionable strategies to help retain your remote workforce: ◾Build a strong remote culture. While remote work offers flexibility that attracts top talent, it requires intentional effort to create a cohesive culture. Clearly align individual roles with your organization's mission and goals to give employees a sense of purpose. Transparent communication from leadership is key here. Regularly reinforce company values and ensure remote staff feel connected to the broader organization. ◾Foster personal connections and relationships. Strong work relationships carry even more weight for remote teams. Dedicate time for regular, one-on-one check-ins and make these as personal as they are professional. Where possible, use video calls for meetings to foster better human connections. Celebrate milestones like work anniversaries, individual achievements, or team successes to cultivate camaraderie and inclusiveness. ◾Leverage technology effectively. Use collaboration tools that encourage engagement and real-time communication. Platforms such as Slack, Microsoft Teams, and Zoom can help replicate the spontaneity of an office environment. For example, host virtual coffee breaks or team-building exercises to encourage informal employee interactions. To further support belonging, consider mentorship programs or a buddy system to help new employees transition smoothly and develop strong connections. ◾Conduct stay interviews. Proactively address employee concerns before they become reasons for leaving by conducting regular stay interviews. These conversations allow you to identify issues impacting engagement, understand what employees value most, and take meaningful steps to improve their remote work experience. ◾Gather exit feedback. For employees who do leave, exit interviews can provide valuable insights into recurring themes or shortcomings in your retention efforts. Work closely with HR to analyze this data and use it to make thoughtful changes that connect with employee needs. By focusing on purposeful communication, nurturing relationships, and offering opportunities for engagement, your virtual customer service center can turn low retention into long-term loyalty. Creating a remote environment where employees feel valued and connected will help them thrive and, ultimately, stay. Good luck! I've worked as an engineering program manager for 11 years. I feel like I've plateaued in my career, so I want to explore more of what I can do. However, I don't want to go back to school for an extensive period of time and high cost. What's the best way to determine what other industries, occupations, and career paths my skill set might fit into? – Chris As an engineering program manager for over a decade, determining if your skills are transferable is an empowering step toward finding new opportunities. Here's how to explore your options without a costly and time-consuming higher education: Assess and categorize your skills. Start by creating an inventory of your skills. Divide them into three categories: ◾Technical skills (e.g., project management methodologies, data analysis, engineering expertise). ◾Management skills (e.g., leading teams, managing budgets, overseeing timelines). ◾Power skills, or soft skills, as some people refer to them (e.g., communication, problem-solving, adaptability). These power skills are highly valuable across health care, technology, consulting, nonprofits, and other industries. Surveyed HR professionals identified management and soft skills as the top skills required for today's workplace. ◾Research transferable roles. Curiosity is your superpower here. Use career assessment tools such as O*NET Online or SkillPort to input your skills and discover potential career options. These tools can suggest industries and roles for which your expertise is a match. Additionally, consider reaching out to professionals in fields that pique your interest through LinkedIn or networking events. Ask about in-demand skills and explore industry-specific trends to identify where your background best aligns. Gain industry-specific knowledge. You don't need to enroll in a lengthy or expensive program to pivot careers. Instead, explore: ◾Short-term certifications: Look for programs in areas such as Agile Scrum, Six Sigma, or technical product management to refresh your expertise. ◾Online learning platforms: Websites like Coursera, Udemy, or LinkedIn Learning offer affordable courses tailored to your interests. ◾Leverage your experience: Your 11 years of engineering program management experience are an asset. Many industries value professionals with strong analytical thinking and problem-solving skills. Look into roles such as operations management, product development, or executive leadership, where your ability to lead projects and teams translates seamlessly. ◾Seek guidance: Finally, don't hesitate to reach out to career coaches or mentors who can provide personalized advice and actionable steps. Networking with trusted professionals can open doors to new industries and opportunities. Taking an objective look at your experience, knowledge, and skill set demands the use of all the available resources and support. By aligning your skills with new industries and leveraging certifications or courses to pivot, you can set yourself up for exciting career opportunities without the burden of extensive schooling. You've already achieved so much ‒ this is your chance to build on that success and explore new possibilities! The views and opinions expressed in this column are the author's and do not necessarily reflect those of USA TODAY. My job duties: What should I do if my duties don't match my job description? Ask HR This article originally appeared on USA TODAY: How to reduce turnover rate among remote workers Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
