Do You Have These 10 Things in Your Employee Handbook?

No matter how small your business having an employee handbook is crucial, and the new year is a perfect time to review this resource. Here are ten must-have items that you need to include in your employee handbook.

You may think because you have less than 25 employees you don’t need an employee handbook, but the truth is that you need one as much as a large firm employing hundreds or thousands of people. It is essential for every business, no matter how small, to have this crucial company resource. And, as we are entering a new year, it is the perfect time to update your employee handbook.

Why do I need an employee handbook for my small business?

The purpose of an employee handbook is not only to inform your employees of your company’s policies, but also to help provide you with protection against potential employee lawsuits and other complaints. An up-to-date employee handbook specific to your company provides a compelling line of defense to minimize both litigation and liability. The ideal handbook should be detailed, containing specific information on everything from payroll, drugs and alcohol policies, attendance and vacation. Also feature other policies including any federal, state or industry regulations your business needs to comply with. 

Equally as important is that you make sure your employees are aware of your policies and that you review your policies every year. Give employees a copy of your handbook upon hiring them and have them sign an acknowledgement that it was received. Make sure you follow your policies consistently. 

• RELATED: The start of 2019 is also a good time to review your hiring toolkit. Be sure to include these five things.

Here are 10 things that should be included in every employee handbook:

Must-have no 1: At-will information. Employees should be advised that their employment is at-will and can be terminated at any time, for any reason, or for no reason. Not including this information may lead an employee to believe that they can only be terminated for cause.

Must-have no. 2: Government laws. Your employee handbook should specifically state that your policies comply with all legislation, federal, state and local government laws, including any protected classes like “sexual orientation” and all other classes protected by law.  

Must-have no. 3: Harassment policies. Your handbook should state that you will not tolerate sexual and other types of harassment or bullying. Also include your processes for an employee to report complaints of harassment and misconduct and let employees know that there will be no retaliation for a complaint unless it is filed maliciously and is without merit.

Must-have no. 4: Technology expectations. Make sure you include policies covering your rules on electronic communication, including emails, phone calls, social media, etc. Employees should also be told that company-supplied technology such as laptops and cell phones could be monitored.

• RELATED: Should you allow your employees to use their own technological devices

Must-have no. 5: Subject-to-change clause. An employee handbook is a document that allows employees to learn your company policies and procedures and should contain a statement that says “This handbook is not a contract and is subject to change and modification at any time.” Add this in the introduction section and where appropriate throughout the handbook.

Must-have no. 6: FMLA information. The Family Medical Leave Act (FMLA) requires companies with 50 or more employees in a 75-mile radius to grant employees unpaid leave for up to 12 weeks a year for certain medical or family care reasons. If your company is covered by the FMLA, make sure you properly state the terms under which leave will be granted, including eligibility requirements, leave request procedures and guidelines for when employees return to work.

Must-have no. 7: Attendance policies. Your handbook should state your attendance and overtime policies, procedures for approving overtime work, absence policies, vacation policies, etc.

Must-have no. 8: Rules on drug and alcohol use. Your handbook must also include a drug and alcohol abuse policy that covers both work hours and any use outside of work that impacts your workplace. A prevention policy should clearly prohibit the use of drugs and alcohol in the workplace and company events, as well as have a clause to prevent employees who are impaired from entering the workplace.

Must have no. 9: Workplace violence policy. As unfortunate as it is, in this day and age having a workplace violence policy is essential. You need a policy that states that you do not tolerate violence or threats of violence under any circumstances. The policy must clearly identify what is considered inappropriate behavior in the workplace and at company events. You may also include a weapons policy that defines weapons and includes a clause such as “no weapons allowed on premises, in the parking lot, etc.”

Must-have no. 10: Disciplinary actions. Lastly, you must also include a progressive disciplinary policy in your employee handbook to protect your company from claims of discrimination by employees who try to claim discriminatory or uneven disciplinary rules. This policy should not limit your ability to apply appropriate disciplinary measures as most disciplinary issues are not identical. You should reserve the right to administer any level of appropriate discipline when an employee’s conduct merits it.

• RELATED: Read more from Tim Dimoff.

Employee handbooks are for companies of all sizes. State and federal laws apply to your business whether you have one employee or thousands of employees. A handbook addresses potential issues and outlines your company’s procedures to resolve them. And, anytime you review or revise your employee handbook, be sure to have legal counsel review your policies to make sure your company is protected.
President, SACS Consulting & Investigative Services, Speaker, Trainer, Corporate Security ExpertTimothy A. Dimoff, CPP, president of SACS Consulting & Investigative Services, Inc., is a speaker, trainer and author and a leading authority in high-risk workplace and human resource security and crime issues. He is a Certified Protection Professional; a certified legal expert in corporate security procedures and training; a member of the Ohio and International Narcotic Associations; the Ohio and National Societies for Human Resource Managers; and the American Society for Industrial Security. He holds a B.S. in Sociology, with an emphasis in criminology, from Dennison University. Contact him at

  • Email
  • Next up: Drafting and Navigating Your Workplace Sexual Harassment Policy
  • More in HR
  • Drafting and Navigating Your Workplace Sexual Harassment Policy

    Learn what comprises an effective sexual harassment policy and click the link at the bottom of this article for a free sample policy to use at your workplace.

    It appears new cases of sexual harassment have been uncovered weekly—or daily—during the past few months. This trend testifies to a revolution in reporting workplace misconduct, which is itself part of a larger narrative of empowerment in American culture.

    We see the high-profile cases capturing headlines, but it is important to realize that sexual misconduct in the workplace occurs outside the limelight of the national media as well. Often, victims of sexual harassment in more private work communities are less compelled to come forward. Businesses need to be cognizant of this dynamic and work to craft a sexual harassment policy that empowers victims and promotes the safety and well-being of all workers.

    Below, we discuss the fundamentals of an effective sexual harassment policy.

    Introduce the Policy

    Set the Goals. You should begin by stating the goals of the policy: a safe and inviting work environment, a strong company culture; you should make these goals reflect your company identity. If your workers understand the purpose behind the policy, they are more likely to respect the process.

    Set the Tone. It should be clear that all reports of sexual harassment will be treated seriously and confidentially, involve prompt investigation and that findings of misconduct will be met with zero tolerance.

    Set the Scope. Sexual harassment isn’t limited to the office, nor is it only male-on-female or one co-worker against another; your company’s sexual harassment policy shouldn’t be so limited either. Make it clear that the policy extends to social events and electronic interactions, same-sex and female-on-male misconduct, and misconduct involving not just co-workers but clients, customers, contractors, and visitors as well.

    Lean on the Law

    Prohibitions against sexual harassment have a strong basis in federal and state law, including the Americans with Disabilities Act (ADA), Section 504 of the Rehabilitation Act of 1973, Title IX of the Education Amendments of 1972, and Title VII of the Civil Rights Act of 1964, as amended by the Equal Employment Opportunity Act of 1972. You should include mention of these and applicable state laws in your company policy.

    Define Sexual Harassment

    A clear picture of what constitutes sexual harassment will put everyone on notice and set expectations for workplace behavior. Define the interactions that are prohibited—not only the physical, but the verbal and non-verbal as well.

    You can, and should, provide examples: use of job-related threats, unwanted solicitations, sexual jokes, gender- or sexual orientation-based insults, sexually explicit electronic communications, suggestive gestures, sounds, and looks.

    Set Complaint Procedures

    Have a Dedicated Team and Channel. Channels for handling sexual harassment complaints should be self-contained and separate from the standard channels for other types of complaints. There is a need here for privacy and timely investigation that demands dedicated resources. The team handling complaints is typically part of the human resources department, but smaller companies without HR will need to designate individuals. It is important to have a gender-balanced team for sexual harassment reporting. Those individuals should undergo sexual harassment management training.

    They should also, where possible, be isolated from professional influences of the regular workplace hierarchy, as sexual harassment is commonly initiated by those in positions of power.

    Outline the Process

    A typical complaint procedure follows these steps:

    • Record dates, times, and facts of the incident
    • Ascertain victim’s desired outcome
    • Discuss resolution process with victim
    • Educate victim on his or her ability to file a complaint outside of the company through the legal system
    • Allow alleged harasser an opportunity to respond to the complaint
    • Discuss resolution process with alleged harasser
    • If resolution process is informal, facilitate a discussion between management and the parties
    • If resolution process is formal, conduct an internal or external investigation which should include interviewing knowledgeable individuals, collection of relevant materials, and creation of a report detailing findings and recommendations
    • Decide an appropriate resolution
    • Follow up after resolution has been handed down
    • Maintain records during each step of the process

    If an investigation reveals misconduct, the company should identify a remedy that is appropriate for both the victim and the harasser. In the victim’s case, an apology may suffice, or a change in work arrangement may be necessary if the victim and the harasser work closely with one another. It is important that the victim has options and a voice in the resolution process. Appropriate punishment for a harasser may be sexual harassment training, wage cut or demotion, suspension, or termination.

    If, on the other hand, an investigation reveals no misconduct, appropriate steps should be taken to prevent future false reporting. This is a delicate situation, as legitimate victims already face strong deterrents to reporting without the fear of being punished for speaking up. However, it is important to acknowledge that even a false accusation of sexual harassment can severely damage an innocent person’s reputation. 

    Execution is Key

    Once you’ve drafted a comprehensive policy, your team needs to execute it accordingly. Procedures should be followed without exception; those designated individuals should not pick and choose which procedures to follow, as inconsistent execution is the best way to undermine a well-written rule.

    Set the tone from day one. It is best practice to require workers to review and sign the sexual harassment policy upon entering employment. This will provide notice and set expectations for day-to-day behavior as well as for what happens should an issue arise. Another great way to ensure that workers remain cognizant of sexual harassment in the workplace is to have periodic training on the subject.

    Remember that it is the company’s responsibility to provide a safe work environment. Establishing effective sexual harassment policies goes a long way toward achieving that goal.

    Mark Turner is senior counsel at The Gertsburg Law Firm. The Gertsburg Law Firm is providing a sample zero-tolerance sexual harassment policy at to use for your business, as an early holiday gift. Please feel free to modify and adapt it to protect your business and your employees. From all of us at The Gertsburg Law Firm, we wish you a safe and pleasant holiday season.

  • Email
  • Next up: Employee Motivation: 5 Things to Know
  • More in HR
  • Employee Motivation: 5 Things to Know

    It goes without saying a motivated workforce is a more creative and productive one, and that can go a long way to setting the tone for your company’s culture and engagement efforts. Here are five ways to energize your workforce, as provided via small business owners.

    It goes without saying a motivated workforce is a more creative and productive one, and that can go a long way to setting the tone for your company’s culture and engagement efforts. Here are five ways to energize your workforce, as provided via small business owners.

    Walk the walk: Genuine leadership is key to creating a productive work environment.  If you demonstrate the same drive, passion, and commitment to the goals and vision of the company that you expect from your employees on a daily basis, you will inspire the same from your team. 

    Encourage dialogue: Make yourself available to your staff and keep lines of communication open.  Employees want to be able to speak their minds. By presenting opportunities to share ideas and voice concerns, you help establish trust and respect. On the flip side, be sure to communicate with your team as openly and honestly as possible. 

    Recognize achievements: Consistent recognition of a job well done, whether as a casual mention or as part of a formal employee recognition program, is a great no-cost way to acknowledge an employee's efforts. According to the 2015 Employee Recognition Report by the Society for Human Resource Management, values-based employee recognition programs are helping employers create a stronger culture and more human workplace.

    Offer self-improvement opportunities : Expanding and improving an employees’ skills and knowledge through professional development can benefit your company greatly while enhancing job satisfaction.  Professional development can encompass various learning opportunities, including formal training, certifications and topical seminars and conferences. 

    Incentivize your team: Whether through cash or non-cash rewards, incentivizing your team can boost employee morale and the overall corporate culture.  If pay increases or bonuses aren’t in the budget, consider offering paid time off, flexible work hours, remote work opportunities, employee celebrations, and goal-oriented contests with fun prizes.  

  • Email
  • Next up: Understanding and Complying with Basic Employee Privacy Issues in the Workplace, Part 1
  • More in HR
  • Understanding and Complying with Basic Employee Privacy Issues in the Workplace, Part 1

    Employees have some rights to privacy in the workplace and it’s the job of business owners to understand these rights and be compliant. Check out this first part in a series on privacy issues.

    As a small business owner/manager, it is important for you to understand and to comply with employee privacy rights. Basically, all employees have some rights to privacy in the workplace, but there are some exceptions. In this first article, I will discuss the basic standards that you should know. I will then follow up in subsequent articles with additional information regarding employee vs. employer privacy issues.

    Here is an overview of the basic employee rights that you should know:

    Need to know no. 1: Employee privacy rights include their personal items. 

    A business does not have the right to inspect any personal items (such as a purse, briefcase, locker, etc.) without just cause. Employees have the right to protection from unreasonable searches so you must have a reasonable and legitimate business expectation to conduct a workplace search. Questions arise including whose property it is (lockers, lock, etc.) and if you have the right to break a lock without the employee’s consent. If the lock on the locker or the lock combination is provided by the employer, there should be NO expectation of privacy by the employee and the employer has right to open and inspect that locker without employee consent any time they desire. However, it is always good practice to consult legal counsel before making any decisions or searching these areas.

    RELATED: Drafting and negotiating your workplace harassment policy.

    Need to know no. 2: Employees have the right to be free from harassment or discrimination in the workplace. 

    This can include many types of discrimination and harassment, such as race and ethnicity, religious, sex, age, gender identity, language and accent, and more.

    Need to know no. 3: Employees have the right to personal phone calls without being monitored. 

    This is due to the Electronic Communications Privacy Act of 1986 (ECPA) (18 U.S.C. Section 2511 et seq.) and common-law protections against invasion of privacy. The ECPA is the only federal law that directly governs the monitoring of electronic communications in the workplace. The federal Wiretap Act prohibits the interception of stored voice mail messages as well as live telephone calls. Employers may engage in legal surveillance of oral telephone communications if they do so in the ordinary course of business, however, the moment you realize that a telephone conversation is personal in nature you must stop listening—even if the employee grants permission. The exception is if the employee grants consent to unlimited listening in on both personal and business phone calls. If you feel you must monitor their calls, such as in telemarketing, etc. than you should obtain the employee's advance written consent. 

    RELATED: Read more from Tim Dimoff.

    Need to know no. 4: Employees have the right to expect that you, as their employer, will protect their privacy regarding their personal information. 
    This includes their social security numbers, addresses, birth dates, background check information, employment history and job performance notes. Employees have the right to have this information protected and not disseminated to anyone. 

    If you are contacted for a job review on a former employee, you can only disclose their training, experience, qualifications, job performance and why their employment with you ended. 
    These are just some of the basic areas involving employee privacy issues that all business owners/managers should be aware of. In the coming months, I will discuss email monitoring, video surveillance issues and internet usage. 

    President, SACS Consulting & Investigative Services, Speaker, Trainer, Corporate Security ExpertTimothy A. Dimoff, CPP, president of SACS Consulting & Investigative Services, Inc., is a speaker, trainer and author and a leading authority in high-risk workplace and human resource security and crime issues. He is a Certified Protection Professional; a certified legal expert in corporate security procedures and training; a member of the Ohio and International Narcotic Associations; the Ohio and National Societies for Human Resource Managers; and the American Society for Industrial Security. He holds a B.S. in Sociology, with an emphasis in criminology, from Dennison University. Contact him at 

  • Email
  • Next up: What Small Businesses Need to Know About Employee Screenings
  • More in HR
  • What Small Businesses Need to Know About Employee Screenings

    When hiring, don’t just rely on a resume or cursory social media search. Find out how to effectively conduct background checks to better help you find that perfect fit for your team.

    Small businesses are growing and evolving and employees are often called upon to wear many hats and do jobs that include several areas of responsibility. Hiring the right employee is challenging. And it is even more challenging when you need to consider if the person has issues in their history. 

    Small business owners might think that because they are a small business, they don’t need to conduct screenings or background checks on employees. They may mistakenly believe that it is not necessary, or that it is too time consuming or too costly. It is vitally important that small business owners understand that it is a necessary business practice in order to help mitigate risk and improve the quality and safety of their employees. 

    You cannot just depend on a resume, an interview, a LinkedIn profile with recommendations and maybe a quick social media search to help your hiring decisions. Online searches may not be accurate. Therefore, every business, no matter how small, must conduct accurate background screenings before hiring any employee. 

    RELATED: Are you aware of these five smart hiring practices?

    Here are five tips to help you successfully conduct background screenings.

    Background Screening Tip No. 1: Put it in Writing. Every business, no matter the size, needs a written policy manual that includes a written screening policy. Screening policies can help protect your business in the event of a discrimination claim or regulatory audit. The policy should also set clear background screening procedures that will be followed for all employees, detailing the types of screening procedures you may conduct, including but not limited to drug screenings, background and prior employment checks, credit checks, criminal record checks, motor vehicle records, etc. You might want to specify which types of checks will be conducted for specific types of jobs. For example, any job where they handle money or accounting should have a criminal check and a credit check conducted prior to hiring an employee. 

    Background Screening Tip No. 2: Mitigate Risk. It’s easy to make a bad hire. While there are national criminal databases that can be checked, the best practice is to hire an outside firm to conduct a more comprehensive check of criminal records. I also recommend that all businesses use both pre-employment background checks and ongoing criminal record checks for both regular workers and contingent workers.

    Negligent hiring claims are filed against an employer when they fail to perform due diligence on an employee who has caused harm or when the employee failed to prevent the damage given the authority of the employee's position. 

    The Fair Credit Reporting Act (FCRA) regulates the use of consumer reports by employers. The FCRA also dictates the way an applicant is to be notified about obtaining a background check or credit report and how they can dispute the findings. This regulation helps to ensure the accuracy of background screening reports. 
    Pre-Adverse Action and Adverse Action are terms referred to in the FCRA and are used to inform a candidate or employee that their background check yielded negative results. If a business does not adhere to these rules, they can be taken to court by the employee. 

    RELATED: Why background checks are so important.

    Background Screening Tip No. 3: Beware the Lies. Job applicants often lie when applying for a job. Common lies include work experience, education and the ability to perform specific job functions. It is crucial that you verify an applicant’s employment and education history, motor vehicle records and credit history, substance abuse history and more. This is one of the best ways to improve workplace safety and reduce your liability risks.

    Background Screening Tip No. 4: It’s Not One and Done 
    Once you hire an employee, your work is not done. You still need to assess and re-evaluate your screening standards. You should also continue to monitor any changes in your industry regulations and any changes to worker laws in your state. Always put any changes in writing in your policy manual and give new copies to all employees when changes are made. 

    Even small businesses need to comply with ever-changing industry, state and federal regulations to help mitigate risks and improve the overall quality of hires.

    RELATED: Check out more columns from Tim Dimoff by clicking here.

    Background Screening Tip No. 5: Use the Experts. Your best practice is to use a firm with the knowledge and expertise to ensure accuracy. They can help you write your policy manual, conduct screenings and help in many other ways. An outside firm understands EEOC and other regulations. And most importantly, the costs of not properly screening job candidates will be much higher if you face negligent hiring claims and litigation.

    President, SACS Consulting & Investigative Services, Speaker, Trainer, Corporate Security ExpertTimothy A. Dimoff, CPP, president of SACS Consulting & Investigative Services, Inc., is a speaker, trainer and author and a leading authority in high-risk workplace and human resource security and crime issues. He is a Certified Protection Professional; a certified legal expert in corporate security procedures and training; a member of the Ohio and International Narcotic Associations; the Ohio and National Societies for Human Resource Managers; and the American Society for Industrial Security. He holds a B.S. in Sociology, with an emphasis in criminology, from Dennison University. Contact him at

  • Email
  • Next up: Employees Are Not Commodities
  • More in HR
  • Employees Are Not Commodities

    Do you look at your employees as commodities? Learn why it's important to prioritize safety and respect with your most valued resource—your employees.


    What is a commodity? In the simplest terms, it is a good or raw material that is bought or sold or traded for something else that holds value. The commodity’s value can fluctuate based on supply and demand. Labor has often been seen as a commodity and is part of the equation when an employer puts value on an open position.

    Employers likely do not even realize this, but they often treat employees as commodities. They are expendable and are only worth the price they cost in exchange for the work they do.

    Even the recruiting and HR industry refer to employees like they are “things” to be won or lost—"score,” “acquire,” “top talent,” “human capital,” “poaching,” “talent acquisition,” “resources”—these are just a handful of the terms often used.

    I have also seen this over and over again in how job seekers are treated in the recruiting industry. In a previous article Why the Recruiting Industry Can be a Racket, I talk about the contingency-based recruiting model that permeates the industry and that sets up a dynamic of treating job seekers like products to be sold as fast as possible, for the best possible price. Just like a commodity.

    So, let me ask you, when you have been an employee, and you were hired for a job, did you feel like you were a commodity, vying for the best price in exchange for the knowledge, skills, and experience you have spent your years building?

    The truth is, that yes, there is an aspect of work that can be seen as a commodity, but the tragedy is that we treat humans like they are things to be “scored,” “bought,” “traded in,” and “upgraded.”

    Here is a case in point that is the foundation of the tech industry:

    A job seeker goes to college for computer engineering, knows all the latest programming languages, has years of experience with database programming, software development, website development, and mobile app development. She is a strong and valuable member of many dev teams. She gets hired at ACME XYZ, Inc. She has all the knowledge that ACME XYZ needs to improve their products. But then new leadership comes in and decides they have to pivot to a new platform and use the most cutting-edge programming language, the new and sexy one on the street. But this solid, experienced employee does not know this language, she has never needed to use it, and therefore has not had a reason to learn it. Does ACME XYZ spend the time and money to invest in teaching her this new language? Not likely, in most tech companies, she is now a liability, not an asset. So, they cut her loose and hire a new developer who knows this new language. And they continue to cycle through developers like this for years to come.

    RELATED: How to handle HR issues without an HR department.

    Where is the regard for the human life that is affected? The human being attached to all that knowledge, that college degree, that experience. Her life, her spirit, her confidence, her livelihood? What about her family and how it affects them to have her unemployed for a time? And what about the team of humans that are affected when she leaves, the relationships that were developed, and the way her absence puts stress on the collective? In most cases the humanness behind the “employee” is not considered at all. They are just a worker-bee.

    To further illustrate the commodity thinking, during the hiring process, job seekers are often treated like suspects in a criminal case. They get interrogated with accusatory questioning, with the assumption that they lie, and the recruiter or hiring manager generally only cares about whether the person fits the needs of the position, with little to no regard for what the job seeker desires or needs, or what will help them thrive, be the best version of themselves at work and beyond.

    So, what is the problem with this approach? Let’s unpack that from the perspective of the employer or company…

    To start, the cost of hiring is high. Most stats show the cost is between 30–50% of the annual salary of the person being hired. If you are a small business owner, who most likely does all the hiring yourself, you could be spending even more! That is a lot of money wasted on the churn of commodity-based hiring. It will always be more expensive to fire and hire, fire and hire, than it is to invest in the right fit employees.

    Second, the psychological cost is also incredibly high. How does it affect our mental health to be treated like an expendable commodity?

    Treating employees like commodities greatly erodes safety and trust and creates an undertow of fear and of stress. This undertow will inevitably seep into the culture and create a foundation that encourages toxic behavior. The team will always wonder if they could be next. Which in turn deeply affects performance, effectiveness, and quality of work- and in the end, the bottom line.

    There is a common saying in the employment arena, which is to Hire Slow and Fire Fast. I am a proponent of this approach when there is a mis-hire, a wrong fit. But when this approach is used as a way to cycle through people because they are suddenly seen as losing value, then we have a problem.

    What needs to be done? We need to make a cultural shift. And that starts with you and me, and our mindset. We tend to accept the status quo, and the large players tend to set the tone for the rest of us. But we, the small business owners, can do it differently, and as history has shown, that will have a far-reaching ripple effect. We, after all, collectively employ about half of all employees in the United States, making us the largest employer and having the biggest impact on the “status-quo.”

    RELATED: Read more by Erin Longmoon.

    To begin, take a look at your own mindset, and your actions. Do they line up? What is your attitude about employees? How do you treat them? How do you interview them? What tone do you set from the very start?

    We have to see employees as the most valuable asset in our companies, more so than clients, revenue, IP, processes, and all that goes into running a company. Without our people, we really only have an idea—one that can’t get traction, have impact, or grow. We need to realize our teams are the heart of our business. And we need to treat them as such.

    We have to remember that employees are human beings with feelings. We have to prioritize safety and respect in our workplaces. And by safety, I do not just mean physical safety. It has to be emotionally safe, as well. It has to be safe to be fallible, to speak up, to oppose, to make mistakes. We have to create a culture where our employees do not feel their jobs are on the line all the time, and that they will quickly become outdated, irrelevant, or expendable.

    By starting here, you will find your employee loyalty will increase, your culture will be stronger, and you will have fewer headaches and less stress around performance, turn-over, and all that lost revenue.

    Erin Longmoon is the CEO of Zephyr Recruiting, which she founded in response to her clients’ needs for help in with building effective and successful teams. Zephyr Recruiting serves the small business community—the mom and pop places that are the backbones of our communities and our economy.

  • Email
  • More in HR