Victor Melendez, a human resources specialist, has worked in the field for a span of 20 years. Currently, he performs duties as a senior HR business consultant at Los Angeles firm International Consulting Associates, for which he oversees human resources activities for 200 locations in the United States, Canada, Europe, Asia and Mexico. Given his responsibilities, Victor Melendez is well-versed in all areas of Human Resources disciplines and corporate regulatory compliance.
Corporate regulatory compliance is essential to corporate functioning. Different sectors of business and even different companies have varying standards of compliance, but in general, the term refers to a program that is set up to prevent or correct administrative and legal violations relating to the business’ everyday functions. Such a system is designed to prevent legal infractions by employees, directors, and officers of a company. Despite the term “corporate compliance,” any business at any level of operation can be served by an efficient compliance program.
In an effort to promote good corporate citizenship, the U.S. government enacted sentencing guidelines in 1991 that require businesses to conform to specific regulatory and legal mandates. Businesses that do not follow these guidelines can be held accountable through fines, restitution, corporate probation, or forfeiture. Executives may even be subject to imprisonment for certain violations.
Victor Melendez is an executive HR consultant with International Consulting Associates in Los Angeles, and has over two decades of experience in human resources management. In addition to serving as the VP of human resources and human resources director for several health care firms, Victor Melendez has experience in human resources at the governmental level, having served as the director of Arizona’s Equal Opportunity Employment Commission.
The U.S. Equal Employment Opportunity Commission (EEOC), operating from its headquarters in Washington, D.C., as well as field offices in every state, is a federal agency that enforces laws against discrimination in the workplace, including discrimination based on race, religion, age, sex, and disability, and against individuals who have previously complained about discrimination. All workplace situations are covered by EEOC laws, including hiring, wages, promotions, and training.
In order to enforce these laws, the EEOC has the authority to carry out investigations, determine if discrimination has occurred, and file a lawsuit if a settlement cannot be reached. In an effort to prevent cases of workplace discrimination, the EEOC provides outreach and education services, including no-cost programs, for both employers and employees.
Presently an Executive HR Consultant for International Consulting Associates, Victor Melendez uses his Human Resources background to advise companies in the areas of labor relations, management training, and coaching/mentoring. During his 20-year career in human resources management, Victor Melendez has developed extensive expertise in employee relations, including overseeing employee action teams.
High performing companies have come to understand that employee engagement is an important component in business success. These companies know that work engagement fosters employee motivation and helps them focus on business goals, while disengagement can negatively influence the quality of production and customer service and other areas critical to the business. Research studies show that factors contributing to high employee engagement vary across regions and industries.
Influenced by the practices of foreign companies in the 1970s, some American businesses began organizing non-managerial employees into employee action teams to allow members to contribute input and make decisions about the work performed. Although no longer a new concept, more and more companies continue to adopt these practices. Employee action teams ensure every employee has a say in a two-way dialogue of communication. Employee engagement requires active involvement of front line employees. This necessitates a shift from traditional top-down decision-making structures to new business cultures where employees help facilitate the process of problem resolution.
When designing employee action teams, companies must first establish a sound business need, followed by common definitions. Senior leaders must support this structure. Additionally, everyone must understand the purpose of the structure and its value. Next, the scope of the program requires clarification with resources allocated to the process. The employees select team leaders who require proper training and orientation. Regular meetings should take place with measurement and reporting tools established. The employee action team should regularly recognize participants and progress. To sustain employee engagement, companies must adopt a permanent culture of employee involvement through its action teams.