By the end of this program, participants will be able to: • Define job-related criteria for evaluating candidate success • Develop structured interview questions that elicit relevant evidence about candidate skills and experience • Evaluate candidate responses using consistent, job-related criteria • Identify when work samples or other job-related assessments can improve hiring decisions

Coaching conversations can feel awkward — or worse, like something you’ll “get to later.” But small issues don’t stay small. Left alone, they turn into patterns that erode trust, performance, and culture. In this month’s webinar, we cover how to spot what’s really going on (performance gap, behavior pattern, or burnout), when to coach vs. escalate, and how to use a simple framework to deliver feedback that’s specific, fair, and actionable — without overcomplicating it (or procrastinating).

By the end of this program, participants will be able to: Identify what employees may be seeking when they express a desire for career growth beyond a change in title or promotion. Evaluate alternatives to traditional career advancement, including expanded responsibilities, cross-functional experience, increased decision-making authority, and recognition for impact. Assess the organizational benefits and tradeoffs associated with different employee development opportunities. Apply practical strategies for creating meaningful growth opportunities within organizational, budget, and headcount constraints. Conduct clearer and more realistic career-development conversations that align employee goals with available organizational opportunities.

By the end of this program, participants will be able to: Differentiate between the purpose and content of an internal job description and an external job advertisement. Identify the essential elements of an effective job description, including responsibilities, qualifications, reporting relationships, compensation information, and relevant working conditions. Evaluate job descriptions for clarity, consistency, inclusivity, and potential compliance concerns. Apply practical strategies for translating an internal job description into a concise and compelling job advertisement. Establish practices for reviewing and updating job descriptions as roles and organizational needs change.

By the end of this program, participants will be able to: Recognize employee communications and workplace circumstances that may trigger the need to consider leave or accommodation obligations. Differentiate among common leave, accommodation, performance, and return-to-work issues and identify where obligations may overlap. Evaluate workplace scenarios involving intermittent leave, work restrictions, mental health concerns, remote-work requests, and exhaustion of available leave. Identify appropriate information and documentation needed to support consistent leave and accommodation decisions. Apply a structured approach to navigating complex leave and accommodation situations when the appropriate response is not immediately clear.

By the end of this program, participants will be able to: Identify the components of an effective onboarding experience from preboarding through an employee's initial period of employment. Evaluate existing onboarding practices for opportunities to reduce uncertainty, strengthen connection, and clarify expectations for new employees. Define the manager's role in creating an effective and consistent onboarding experience. Apply practical strategies for creating meaningful first-day experiences and opportunities for early employee success. Develop scalable onboarding practices that balance consistency with a thoughtful employee experience.

By the end of this program, participants will be able to: Identify workplace challenges that may be attributed to generational differences but are rooted in unclear expectations, communication, accountability, or management practices. Evaluate where expectations around authority, performance, communication, and feedback may be contributing to workplace friction. Establish clearer expectations and accountability practices across employees and teams. Apply feedback and communication strategies that support consistent performance across generations. Identify opportunities to strengthen management systems rather than relying on assumptions about generational traits.

By the end of this program, participants will be able to: Identify the primary factors organizations should consider when making compensation decisions, including external market data, role requirements, and internal equity. Evaluate compensation decisions for consistency with organizational pay practices and internal relationships. Respond to common employee questions about pay with clearer, more consistent explanations. Communicate the rationale behind compensation decisions in ways that employees and managers can understand. Apply practical strategies for addressing compensation questions proactively rather than waiting for the annual review cycle.

By the end of this program, participants will be able to: Identify key workplace conditions that can contribute to burnout beyond hours worked or overall workload Differentiate among excessive demand, organizational friction, and insufficient recovery as potential sources of employee strain Evaluate workplace practices and processes that unnecessarily consume employee capacity, including unclear priorities, excessive approvals, interruptions, limited decision-making authority, and ineffective workflows Match burnout interventions to the underlying source of strain by considering changes to workload, work design, resources, autonomy, recovery, and support Apply practical diagnostic questions to identify organizational changes that can reduce unnecessary strain while recognizing demands that cannot reasonably be eliminated