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Exam Code: PET Practice test 2022 by team
Professional Employment Test
HR Professional health
Killexams : HR Professional health - BingNews Search results Killexams : HR Professional health - BingNews Killexams : What practical steps can I take to manage work-related stress? Ask HR No result found, try new keyword!When your job becomes stressful, it's OK to ask for help. Reducing stress will deliver you your confidence and energy back, making you more productive. Mon, 08 Aug 2022 23:00:53 -0500 en-us text/html Killexams : Qualtrics chief people officer leads by example to help Boost employee mental health

HR leaders have spent the last few years prioritizing other people — often at the expense of their own mental well-being

Almost all HR professionals are burned out: research from workplace communication app Workvivo found that 98% of HR professionals have experienced feelings of burnout, and 79% are considering leaving their jobs

Addressing these issues means that HR leaders need to “put our oxygen masks on first,” says Julia Anas, chief people officer at Qualtrics, an employee experience platform. Over the last several years, Anas has seen the impact HR leaders have had on employee well-being, but they should be able to reap the benefits of that support, too. 

“HR professionals are no different than other employees,” Anas says. “There’s an opportunity to listen and learn about ourselves in this process.” 

Read: Why Allstate revamped their mental health benefits more than 2 years into COVID

Anas recently chatted with Employee Benefit News about the challenges HR is facing, and why she herself took time to reflect on her approach to work and leadership during the pandemic. 

HR leaders have been super focused on their employees’ mental health — but are they overlooking their own well-being in the process? 
COVID fundamentally changed the way HR leaders do business, and it’s created space for people to think about what’s most important. HR leaders want to help employees have what they need to be successful and productive and create successful business outcomes. Companies are looking at their HR teams to help guide and lead, because people are the company's most important assets. 

But oftentimes the view of HR is that they have the resources for others, and sometimes it’s like, how are we leveraging that for ourselves? Are we putting our own oxygen masks on first and taking care of ourselves before we're able to take care of others? 

Read more: 5 ways to encourage mental health in your workplace

That’s a lot of pressure on HR people. Who should be looking out for them? 

I'm going to be vulnerable here, because it's been a little bit of an awakening for myself. I think about how I talk to the team and leaders about work-life harmony, yet I constantly have to remind myself that I don’t live to work; I work to provide a living. I ended up moving with my kids to Utah from California and we were really excited about going on our first spring break. We hadn’t been on vacation in two years and I told my team I was going away. Then we had to cancel our plans because my family came down with COVID. And looking back, I didn’t provide a great example. I still took care of my family and modified my schedule. But we didn’t take that vacation

So what I reflected on is, I can be better at [modeling good behaviors]. That means leading by example, and valuing vacation time and being open with my organization about how they take care of themselves and invest in their well-being.

What does that look like at Qualtrics? 
We really take time to connect with each other professionally and personally in our meetings — we take a few minutes to say, show us a picture, tell us something amazing that’s happened in your life. It's a really great way to remind one another of what's important. Sometimes that's work and sometimes it's not and that's OK. Bringing that balance into the workplace has created a very different vibe within the team which has been awesome to see.

Read more: How to design an unlimited PTO policy employees will actually use

We’ve also announced a wellness reimbursement of $1,200 that employees can spend across any wellness pillar, whether it's financial wellness, emotional wellness, mental health or physical health. We also offer an annual experience bonus and that's for employees to go spend on an experience that matches their passions. It's things like that that allow employees to be able to do something and invest in themselves in a very meaningful way. 

For HR leaders, how can you ensure that they’re using these benefits, too? How are you encouraging them to prioritize their well-being? 
For HR professionals, we're no different than other employees. There’s an opportunity to listen and learn about ourselves in this process. We’ve focused on prioritization and creating a strategy around what matters most. When there’s not, there’s a lot of variation and a lot of noise around what we need to do. So being able to provide HR leaders with clarity around what’s important can help us deliver things that make the most impact and put resources to it. You can focus on a lot of little things and do them marginally, or you can focus on doing a couple things and do them exceptionally well.

Read more: The 10 most popular mental health and wellness apps

What we've all been through has had us reflect. At the core, taking a human-centric approach and recognizing that everyone needs different things and honoring that has been the biggest learning. If we can take care of all of our employees on their professional journey, and create the professional journey that supports them in their personal journey, then we've differentiated and created a great experience that aligns to their ultimate purpose.

Tue, 26 Jul 2022 01:30:00 -0500 en text/html
Killexams : Post-Pandemic Lessons For Managers: Employee Mental Health, Good HR Strategy Paramount

VANCOUVER, BC, Aug. 3, 2022 /CNW/ - The COVID-19 pandemic should serve as a wake-up call to Canadian business leaders, that employee mental well-being is now a top priority for those looking for jobs. A national study carried out by Canada's leading Human Resources organization, Chartered Professionals in Human Resources Canada (CPHR Canada) found that future employees will likely seek out businesses who have put mental health at the forefront of their HR plans.

Chartered Professionals in Human Resources Canada.Logo (CNW Group/Chartered Professionals in Human Resources of British Columbia & Yukon)

More than four out of five respondents (85%) think employers should be focused on implementing mental health programs in the workplace.

"The results of this study show that employees are much more aware of mental wellness than they were before the pandemic hit," said Anthony Ariganello, CEO of CPHR Canada. "This means it's something that should be an important consideration for all managers and CEO's as well."

The importance of having a proper HR strategy in place managed by trained Human Resources professionals, was also a clear message given by the poll, which was carried out by Research Co. Out of those who responded, the majority said they would rather speak with a Human Resources professional if they had a crisis or challenge in the workplace than go to the owner or a senior manager or a colleague. More than 70% of respondents said they had a positive view of HR professionals – a number only bested by doctors and accountants.

"It's not the case that HR professionals should be employed only by larger-scale companies, and small and medium-sized businesses should take note of that." Said Ariganello. "Human Resources are business resources – organizations cannot say their team is their most valuable resource, but not ensure their needs and concerns are being met, by having someone in-house dedicated to their well-being."

About CPHR

Chartered Professionals in Human Resources represents 27,000 members in the Human Resources Profession across nine provinces and three territories in Canada. Established in 1994, CPHR Canada is the national voice on the enhancement and promotion of the HR Profession. With an established and credible designation and collaboration on national issues, we are proactively positioning the national human resources agenda in Canada and representing the Canadian HR Profession with HR Associations around the world.

SOURCE Chartered Professionals in Human Resources of British Columbia & Yukon


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Wed, 03 Aug 2022 00:30:00 -0500 en-US text/html
Killexams : Mailbag: What are HR’s options after granting FMLA leave to a noneligible employee?

In HR Dive's Mailbag series, we answer HR professionals' questions about all things work. Have a question? Send it to [email protected].

Q: What happens if you go through the FMLA process — notices, medical documentation, approval — and later realize the employee isn't eligible because they didn't work enough hours?

When employers follow the leave designation process set out by the U.S. Department of Labor for Family and Medical Leave Act leave, they won't likely run into this problem, according to Epstein Becker Green Member Nancy Gunzenhauser Popper. That's because at the beginning of DOL's designation process, employers fill out a form — WH-381, to be specific — that details an employee's FMLA eligibility.

The form calls into question an employee's length of service and hours worked, two essential components of FMLA eligibility. To qualify for FMLA leave, employees must have worked for their employer for 12 months over a seven-year period. They also need to have worked 1,250 hours within a 12-month period prior to taking leave.

The form will prompt employers to consider whether the employee in question meets those standards. "It's an incredibly helpful tool for HR professionals to use," Gunzenhauser Popper said. "Always remember to read it through completely instead of just checking the eligibility box … It will hopefully be a really good stopgap before you get too far into the FMLA process."

When the stopgap works and employers realize an employee who has requested FMLA leave isn't eligible for it, employers should proceed carefully, Gunzenhauser Popper said. The employee could be out provisionally before the employer has considered the absence, she noted. For instance: The employee may have encountered a health emergency causing them to miss work.

"It could be very useful for employers in those scenarios where there's no advanced notice to pause before deeming the absence approved or unapproved so they can go through all the right steps," Gunzenhauser Popper said. "You want to make sure you're getting the FMLA approval done correctly."

When the stopgap doesn't work

Sometimes, however, employers don't get the approval done correctly, and employees end up on FMLA leave when they're not eligible. Before proceeding, employers must consider a number of factors, from separate leave laws to employee relations.

Employers must determine whether another law gives an employee job-protected leave akin to the FMLA, Gunzenhauser Popper pointed out. They could be covered by state or local leave laws. And if a health condition caused their absence, they may qualify for leave as an accommodation under the Americans with Disabilities Act.

What should employers do if no law guarantees the leave? In this instance, employers should review their own internal policy. "The employer may have a written leave-of-absence policy that would deliver similar types of leave to employees who don't qualify for FLMA," Gunzenhauser Popper said. "That could be because they have too few employees in a location to be covered by FMLA or that they want to offer similar benefits to someone who hasn't reached 12 months of service."

Even if an employer lacks such a policy, it should consider how its response to the leave situation could impact employee relations. Revoking the leave could cause particularly unpleasant consequences, Gunzenhauser Popper noted.

"The employer will want to consider the fact that they were the ones to make the mistake," she said. "The person may not have been legally covered under the FMLA, but depending on the reason for leave and if the leave was revoked, it may lead to potential claims by the employee that they were treated unfairly, particularly if others had been granted similar leave and they weren't eligible."

There's also the possibility that revoked leave could sour the employer-employee relationship.