ComplianceOnline

Documentation and Investigative Report Writing

Instructor: Teri Morning
Product ID: 702462
  • Duration: 60 Min

recorded version

$149.00
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Training CD

$199.00
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Read Frequently Asked Questions

This webinar on investigative report writing will teach you how to write a factual, solid, representative report of an internal investigation that will withstand scrutiny and provide appropriate information to decision makers.

Why Should You Attend:

Investigative reports are often read by adversaries and not necessarily only internally within the organization. It is important that reports as an overview of the investigation show a logical factual representation of actions and decisions.

This presentation will guide anyone who performs workplace investigations to write their findings in a report such that it becomes a written presentation of the information discovered in their investigation. We will explain how the report used to document and communicate information to its readers can be of as high a quality as the investigation itself. At the end of this training, you would have gained the understanding needed to be able to write an investigative report that factually represents all facets of an investigation and shows that an employer took appropriate investigatory steps and made good decisions based on the information they discovered.

Learning Objectives:

Learn how to write a factual, solid, representative report of an internal investigation that will withstand scrutiny and provide appropriate information to decision makers.

Areas Covered in the Seminar:

  1. Format of a report.
  2. What should be included in a report and as importantly - what should not.
  3. Style for report writing.
  4. Writing of allegation(s).
  5. What to do with evidence.
  6. What goes in a witness summary in the report and what does not.
  7. Writing of your final determinations.
    1. What to do with partially substantiated allegation(s).
  8. Why the report summary is written last.
  9. Tips for proofing and analyze your own final report.
  10. Report writing mistakes.
  11. Characteristics of a good report.

Who Will Benefit:

  • Plant Managers and Upper Management
  • HR Generalists and Associates
  • Safety Managers and Associates
  • Regulatory Compliance Managers and Associates
  • Anyone who writes workplace investigative reports

Instructor Profile:

Teri Morning, MBA, MS, SPHR, SPHR-CA is the President of her own HR Consulting firm She has over 15 years human resource and training experience in a variety of professional fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit company structures. She has consulted with employers on their problems and trained managers and employees for over 10 years, meeting and working with employees from all types of businesses. In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management. She was certified by the State of Indiana in mediation skills, is qualified as a Myers-Briggs practitioner and holds the dual SHRM certification of a Senior Professional in Human Resources (SPHR) and Senior Professional in Human Resources – California (SPHR-CA).

Topic Back Ground:

Why do we write internal investigatory reports? There is a multitude of laws and situations that require employers perform internal investigations to uncover facts and demonstrate they’ve met compliance obligations. A good investigative report factually represents all facets of such an investigation and shows an employer took appropriate investigatory steps and made good decisions based on the information they discovered.

Investigative writing’s purpose is to report investigatory findings to its reader. Without a good investigatory report, it may be difficult to show a quality investigation took place even if it did! Even worse, the wrong decisions can be made based on faulty representation of information.

Good investigative reports inform the reader to not only justify the employer’s decision making, but also demonstrating they did what a responsible employer acting in good faith would do, and if founded, took steps to rectify applicable conduct.

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