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Terms of Service

Home » Terms of Service

Last updated: July 8, 2021

Please read these Terms of Use (“Terms”, “Terms of Use”) carefully before using the https://www.hralchemist.com website (the “Service”) operated by HR Alchemist (“us”, “we”, or “our”).

Your access to and use of the Service is conditioned on your acceptance of and compliance with these Terms. These Terms apply to all visitors, users and others who access or use the Service.

By accessing or using the Service you agree to be bound by these Terms. If you disagree with any part of the terms then you may not access the Service.

Intellectual Property

The Service and its original content, features and functionality are and will remain the exclusive property of HR Alchemist and its licensors.

Links To Other Web Sites

Our Service may contain links to third-party web sites or services that are not owned or controlled by HR Alchemist.

HR Alchemist has no control over, and assumes no responsibility for, the content, privacy policies, or practices of any third party web sites or services. You further acknowledge and agree that HR Alchemist shall not be responsible or liable, directly or indirectly, for any damage or loss caused or alleged to be caused by or in connection with use of or reliance on any such content, goods or services available on or through any such web sites or services.

We strongly advise you to read the terms and conditions and privacy policies of any third-party web sites or services that you visit.

Termination

We may terminate or suspend access to our Service immediately, without prior notice or liability, for any reason whatsoever, including without limitation if you breach the Terms.

All provisions of the Terms which by their nature should survive termination shall survive termination, including, without limitation, ownership provisions, warranty disclaimers, indemnity and limitations of liability.

Governing Law

These Terms shall be governed and construed in accordance with the laws of United States without regard to its conflict of law provisions.

Our failure to enforce any right or provision of these Terms will not be considered a waiver of those rights. If any provision of these Terms is held to be invalid or unenforceable by a court, the remaining provisions of these Terms will remain in effect. These Terms constitute the entire agreement between us regarding our Service, and supersede and replace any prior agreements we might have between us regarding the Service.

Changes

We reserve the right, at our sole discretion, to modify or replace these Terms at any time. If a revision is material we will try to provide at least 30 days notice prior to any new terms taking effect. What constitutes a material change will be determined at our sole discretion.

By continuing to access or use our Service after those revisions become effective, you agree to be bound by the revised terms. If you do not agree to the new terms, please stop using the Service.

Contact Us

If you have any questions about these Terms, please contact us.

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51% are not engaged

These employees are psychologically unattached to their work and their company. They are also on the lookout for better employment opportunities and will quickly leave their company for a slightly better offer. Studies also say that psychological attachment is directly related to the degree of psychological safety which is grounded in mutual trust.

Today in the USA, there are over 14 million vacant jobs. It is a candidate’s market where employers must get very creative in talent acquisition. In HR, we used to say, “Good people do not leave a job, they leave a boss.” In reality, they leave a culture that supports – and rewards – the boss who is not trusted and gets the most complaints.

Do you establish HR practices that optimize the value and engagement of all employees beginning with the leaders, managers, supervisors and employees within every level? Trust, productive conflict, mutually understood agreements, peer to peer accountability and a focus on collective results create cohesion amongst employees.

Many employees would give up an opportunity for more money if they are working in a culture where they feel they are appreciated, personally connected, and valued for their contributions. If you do not believe it, ask your employees if they have ever had a “boss from hell” and if they would go back to work for him or her for more money! Reengage and re-recruit your employees every day. Just imagine what can be accomplished by engaging these employees!

36% of employees are engaged:

Employee engagement is a strong predictor of organizational performance.  It impacts everything including customer loyalty, profitability, sales productivity, production, turnover, safety incidents, shrinkage, absenteeism, quality, employee wellbeing and participation in the success of the business.  In a highly engaged workforce, employees feel valued intrinsically and extrinsically.

They know how much they are compensated, why they are paid what they are paid and what it would take to make greater total compensation. They know the career track in which they are on as it was designed collaboratively with their leaders. They have a purpose for engaging in highly productive outcomes because they feel as if they are a partner in the future of the organization.

The focus is on continuous improvement, and the ongoing education of employees is a priority. Often, opportunity is matched with talent and everyone has a chance to succeed. HR is not viewed as the “HR Cop” but the strategic partner who leads with compassion, humility, empathy and inclusion while at the same time honoring the legal boundaries. Workforce planning makes sense and the right people are in the right positions. If they are not well suited, they can move along the career lattice without shame or embarrassment. Engage the 36% and they are your best cultural advocates.

13% of employees are actively disengaged

These employees may even be sabotaging your business.  Certainly, they create a “social contagion” whereby their unhappiness is spread like a virus to others in the organization. These employees are your contrarians who have miserable work experience and show it in what they say and do – or don’t do.

These are the “turkeys” who hold back the “eagles” who want to fly but begin to resent the fact that the company has found a way to tolerate or work around low performers who get the same rewards. Traditionally, HR Systems make it difficult to transition these individuals either up, over or out. Performance and feedback systems remain antiquated in their authoritative style. Employees do not feel trusted or empowered to make decisions.

Employees who are disengaged may have been the product of poor or outdated HR Systems such as recruiting, selection, orientation, onboarding. No one explains the “do’s and don’ts” regarding culture and they have no sense of belonging. Assimilation to the boss’s work style and expectations, and those of their new team members, is just supposed to happen organically. Leaders, Managers and Supervisors believe clarity, compassion, humility and empathy are for the weak..

Employees become actively disengaged and apathetic. They perfect the art of looking busy yet getting nothing done. Unfortunately, these employees usually stay. How many employees show up to work on the first day expecting to be forever disengaged? They show up wanting to succeed and something happens along the way that creates this disengagement. Examine your HR Systems and Group Culture for possible understanding and solutions to turnaround this group of employees.

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