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Author: Site Staff

Posted on November 5, 2006July 10, 2018

Democratic Majority Would Shift the Workforce Debate

If the polls and pundits got it right, Democrats will wake up Wednesday with control of the House. And, perhaps, the Senate.


A shift in leadership would usher in a new agenda for workplace issues and shift the policy debate toward low-income workers, Americans who lack health insurance and legislation backed by unions. The impact on employers would depend on how big a margin Democrats have secured.


The party has put four issues that involve the workforce at the top of its priority list for the “first 100 hours” of its projected House leadership—raising the minimum wage, restoring Republican cuts to higher education, providing incentives for retirement savings and negotiating with drug companies to lower Medicare prescription costs.


Sometimes, of course, the electorate fools the pundits. If the Republicans do stay in power, they likely will continue to pursue policies that flesh out President Bush’s “ownership society” theme by promoting individual control of benefits. An instance of that was evident in September, just before the congressional recess, when the House Ways and Means Committee approved a proposal to increase annual contributions to HSAs. Also, Republicans advocate job-training programs that give the unemployed flexibility to choose their courses through one-stop career centers.


Assuming that the Democrats win, they are likely to move immediately to raise the federal minimum wage from $5.15 to $7.25. Over the summer, Republicans folded that proposal into a bill that included the permanent elimination of the estate tax. Democrats balked, saying the hike shouldn’t be tied to what they called a tax cut for the rich.


Boosting hourly pay is one step Democrats hope to take toward raising household income to match productivity gains.


“If we win a majority of seats in the House this November, we will work to ensure that all families benefit from a growing economy,” says Rep. George Miller, D-California, the ranking member of the House Education and the Workforce Committee. Miller likely would become chairman of the panel in a Democratic House.


Democrats also will pursue their Innovation Agenda, which calls for graduating 100,000 new scientists, mathematicians and engineers over the next four years, investing in scientific and medical research like stem cells, establishing universal broadband access and achieving energy independence.


On health care, Democrats will resist President Bush’s push to expand health savings accounts.


“HSAs are not health policy, they’re tax policy, and we’re shifting more of the health burden onto workers,” Rep. Pete Stark, D-California, said at a House Ways and Means Committee hearing in September.


Stark, who asserted that tax breaks for HSAs would be better spent on expanding health coverage for children and seniors, would likely become chairman of the Ways and Means health subcommittee. He also is advocating a proposal aimed at achieving universal health coverage by establishing a program to provide insurance to people not covered by employers.


One analyst says Democrats would be loath to advocate a government-based health care proposal like the one that foundered during the Clinton administration. But they may try to facilitate state efforts to force employers to provide coverage.


A Maryland judge shot down that state’s so-called Wal-Mart bill because he said it violated the Employee Retirement Income Security Act, which ensures that multi-state employers can offer the same benefits package to all of their employees. More than 30 similar measures are percolating in state legislatures nationwide.


Democrats “would weaken ERISA to the point that it would enable these state-by-state health care reform initiatives to move forward,” says Bruce Davis, a principal at Findley Davies, a consulting firm in Toledo, Ohio.


Setting the agenda
The political equation may not add up to a decisive change on Capitol Hill. For one thing, many of the Democratic candidates who are trying to unseat Republicans are running to the right of their party’s Washington leadership. So, it’s a good bet that they won’t roar into the Capitol raring to implement a liberal agenda.


Besides, if Democrats win, they’re not likely to achieve a House majority that’s even as big as the Republicans’ current 15-seat advantage. That means they’ll have to scramble—and compromise—for votes.


Democrats are less likely to gain control of the Senate. But the political atmosphere has grown so bad for the GOP that many political observers believe that the Senate is within reach.


Even if Democrats control both chambers, Bush will remain at the other end of Pennsylvania Avenue—with his veto pen in hand.


“In order to get anything done, we’re going to have to have tight majorities, which means that legislation that emerges from either party is likely to be more moderate,” says Mike Aitken, director of governmental affairs for the Society for Human Resource Management.


On the other hand, the fierce partisanship that has defined the midterm elections may carry over into the Congress and bog down the legislative process.


“The desire to sharpen party differences for the 2008 presidential race militates against compromise,” says Geoff Manville, a principal in the Washington office of Mercer Human Resource Consulting. “We’re in for a session of stalemate.”


The difference for Democrats, if they take over the House, is that they will be the protagonists in the drama. They’ll set the agenda while the Republicans push back. The GOP has warned that Democratic control of the workforce committee would result in higher taxes, new employer mandates and more government influence on business.


Although a small difference in the number of Democrats and Republicans in the House would make for close votes, the ability to move legislation to the floor is solely under the purview of the majority party. If Democrats win, they will wield a parliamentary mechanism that they have not enjoyed since 1994. The party will control the Rules Committee, which determines the House agenda and sets limits on how a bill can be amended.


That means legislation under which a union could be authorized if a majority of workers sign cards would almost certainly come to a vote before the full House. The bill already has 216 co-sponsors, some of whom are Republicans.


Unions have made the so-called card-check bill, titled the Employee Free Choice Act, a legislative priority. The Republican majority has blocked that bill while promoting its own legislation that would require that every union vote occur by secret ballot.


Another bill that may get a boost from a Democratic majority is a measure that would make it illegal for a corporation to eliminate retiree health benefits. Right now, the legislation has about 60 co-sponsors, all of whom are Democrats.


It’s not clear whether the measure would be a priority for a Democratic majority, but its journey to the floor would be smoother in a Democrat-led workforce committee.


Committee control
By gaining committee power, Democrats would be able to frame the policy discourse in a way that eludes them in the minority.


Elisabeth Gehl, director of public policy for Business and Professional Women/ USA, says that Democrats would be more inclined to expand the Family and Medical Leave Act and consider the Healthy Families Act, a piece of legislation that would provide paid sick leave for those who don’t have it.


If Sen. Edward Kennedy, D-Massachusetts, were to become chairman of the Senate Health, Education, Labor and Pensions Committee, workplace flexibility likely would become more prominent.


“One of the big differences is that some of these bills would get committee hearings,” Gehl says. “Hearings get the issue out there and talked about.”


Advocates of comprehensive immigration reform are hopeful that under a Democratic majority, the House might produce legislation that is closer to the Senate’s package, which includes increasing legal immigration and providing a path to legalization for many undocumented people. The House version focuses solely on border security and workplace enforcement.


“If the Democrats control the House, it will have the positive effect of putting us in a better position to move the issue forward through committee,” says Angela Kelley, deputy director of the National Immigration Forum, a pro-immigration nonprofit.


Yet even if they’re empowered on House panels, Democrats won’t be able to accomplish much alone. That’s why Paul Miller, executive director of ProtectSeniors.org, is reaching out to Republicans on the retiree health benefit bill.


“We’re looking for a bipartisan approach,” he says. To appeal to the GOP, he’s highlighting provisions that would help companies that face financial hardship in maintaining their retiree programs.


On one issue that is increasingly important to corporate executives—education—Republicans and Democrats already seem to be moving toward harmony. Company leaders see education reform as the key to improving the U.S. labor market. Next year, the No Child Left Behind law, which is designed to improve school standards, will be up for reauthorization.


Reps. Miller and McKeon, appearing together at a recent Washington event sponsored by the Business Roundtable, were on the same page. “This should not be a partisan issue,” McKeon says.


Those words no doubt were reassuring to Arthur Ryan, chairman and CEO of Prudential Financial and chairman of the Business Roundtable’s Education and the Workforce Task Force.


“We need a skilled workforce,” he said. Manual labor is no longer enough to keep a family going, he said. “You have to use your brain.”


If solutions to challenges facing employers are going to emanate from Washington, the more Miller and McKeon cooperate, the better—no matter who’s in charge.


—Mark Schoeff, Jr.

Posted on November 3, 2006June 29, 2023

C-Suite October 2006

People moving into key executive positions


Kevin Kelly has joined of Heidrick & Struggles as CEO. Kelly most recently was president of the firm’s Europe, Middle East, Africa and Asia-Pacific regions. He has also been named regional managing partner. Bonnie W.
Gwin, who previously held the position, is stepping down. From 2002 to 2005, he was regional managing partner, Asia-Pacific region. Kelly joined Heidrick & Struggles in 1997. Outgoing CEO Thomas Friel will continue as non-executive chairman of the board.
 
Sybll Romley has joined the board of directors at the
International Association of Human Resource Information
Management. Romley is president and CEO of Spectrum Human Resource Systems.
 
Richard A. Goldman has been appointed COO of Birkman
International. Before joining Birkman, Goldman held positions including president and co-CEO of GevityHR and CEO of CentriconHRA. He also was a practicing corporate attorney for 15 years
 
Meridee J. Maynard has joined the board of directors at the Todd Organization. She is senior vice president, life product at Northwestern Mutual Life Insurance. She joined Northwestern Mutual in 1988.
 
Pamela Cardoza has been promoted to director of business development at the Castleton Group. She had been business development manager.
 
William Carmell has joined the New York office of Ford & Harrison as partner. Carmlee was a partner at Winston & Strawn.
 
Christine Stimpel has been appointed managing partner at Heidrick & Struggles Germany. Stimpel has extensive
experience within the executive search realm. She previously led the German business at executive search firm Spencer Stuart. She also worked as director of Ogilvy & Mather Healthcare International and before that was director of the clinical research department and marketing manager at Johnson & Johnson
  
Mike Gelster has been appointed vice president at the Jacobson Group. He has worked with large organizations such as Baxter Healthcare, 3Com, Lucent Technologies and, most recently, Qwest Communications.
  
Wanda Granier has been named senior sales executive at the Dallas offices of Veritude. Before coming to Veritude, Granier was a senior site manager at Fidelity Investments.

David Peters has been named regional managing partner for the Europe/Middle East/Africa division at Heidrick & Struggles. He joined Heidrick & Struggles in 2000.

Gerry Davis has become regional managing partner for the Asia-Pacific division at Heidrick & Struggles. He joined
Heidrick & Struggles in 1998.

Michael W. Jalbert has been named president of CDI’s
Management Recruiters International Inc. Jalbert has
extensive experience in leading business service franchises, having held senior positions at Cendant and ERA Europe.

Peter McAteer has been named vice president and managing director of corporate learning at Harvard Business School Publishing. Prior to joining UNDP, McAteer was vice president of Giga Information Group. He has also been vice president of leadership, learning and organizational development at Fidelity Investments in Boston and director of consulting services at Development Systems Inc.

Uwe Herold has been appointed chief information officer for SAP. He will be based out of Waldorf, Germany. Herold comes to SAP from Brose Fahrzeugteile GmbH & Co., where he was CIO and was responsible for the Brose Group Information systems in Germany. Before joining Brose in 1999, he worked for Hydac Filtertechnik GmbH, where he headed up the company’s process engineering and organizational development.

Deleise Lindsay has joined F&H Solutions Group as vice
president. Lindsay was district managing consultant for DBM. She has also worked as an international recruitment
specialist for CMS Therapies and is a member of the corporate human resources team for First Union Bank.

Kurus Elavia has been promoted from COO of Gateway Security to CEO of the firm. Elavia joined Gateway in 1988 as a security officer and worked his way up the ranks to CEO.

James E. Bataillon has been named human resource director at
Fluor Corp. He most recently was manager of human resources
at ABB Lummus Global Inc. and has more than 25 years of human
resources experience.

Mark W. Allen has joined Administaff as vice president of
strategic planning. Prior to joining Administaff, Allen held
various roles with SunTrust Robinson Humphrey, last serving
as managing director, investment banking.

Jan Hanley has been named senior vice president of SAP
Services Organization. Hanley joined SAP after 11 years at
Oracle, where he was responsible for Oracle services, support and on-demand business development in a global capacity. Prior to Oracle, he spent seven years at Accenture U.K.

Greg Lignelli has been named executive vice president for
Hudson’s energy, scientific and managed staffing practice.

Mark Fenske has been named senior vice president for Hudson’s
energy, scientific and managed staffing practice.

James C. Tudor has been appointed president of State
Compensation Insurance Fund’s board of directors. Tudor, who
has 35 years of industry experience, has been acting
president of the California nonprofit workers’ comp insurance
provider for the past 18 months.

Stanley Jeremiah has been appointed as vice president of
benefits for Convergys’ employee care business in the
Asia-Pacific region. Before joining Convergys, Jeremiah was
with NTUC Income as general manager for its life insurance
division.

Jeffrey Saltzman has joined Kenexa as practice leader.
Saltzman was CEO of Sirota before joining Kenexa.

Michael Lavington has joined the board of directors at
Gevity. Lavington has worked in various executive HR roles,
such as managing director of Mecca Leisure Group, president
and CEO of Resorts USA and senior vice president of HR at
Global Telesystems.

Ben Zenick has been appointed vice president of consulting
services at Zencos Consulting. Meanwhile, Joseph J. Costanzo
has been appointed chief technology officer at Zencos. They
both held the title of principal consultant, and co-founded
the company five years ago.

Barbara A. Garrett has joined the Conference Board as
executive director of marketing and strategy. Previously,
Garrett was senior consultant of financial service growth
strategy practice of Computer Sciences Corp.

Bennett Williams has joined PeopleFilter Technology as
director of strategic alliances. Prior to joining
PeopleFilter, Williams was director of client services at
Shaker Recruitment Advertising and Communications.

M. Michele Burns has been promoted to chairman and CEO of
Mercer Human Resource Consulting. Burns had been CFO of
Marsh & McLennan Cos., which owns Mercer. She joined Marsh &
McClennan in March as executive vice president and CFO.

Tim Doherty will serve as president of the National
Association of Professional Employer Organizations in 2007.
He is CEO of Doherty Employer Services.

Michael W. Jalbert has been named president of Management
Recruiters International, a subsidiary of CDI Corp. Jalbert
has extensive experience in business service franchises,
including senior positions at Cendant and ERA Europe. He most
recently was of MRI Worldwide Network.

Christine Espy has been named human resources director at
Instrument Sales & Services. was HR director at Advanced
Navigation Position Corp. Espy has more than a decade of
human resources experience.

Submit your move


Posted on November 3, 2006June 29, 2023

5 Questions for Elaine Sarsynski–Executive Vice President at MassMutual Life Insurance

Elaine Sarsynski
Executive vice president,
MassMutual Life Insurance


Elaine Sarsynski, executive VP at MassMutual Life Insurance in Springfield, Massachusetts, is one of the highest-ranking women at a Fortune 100 company. She has spent the past 30 years managing large organizations in the financial services industry and the public sector, and says that despite the finance industry’s image of being a male-dominated profession that would like to stay that way, it has become much more supportive of women. She recently spoke with Workforce Management staff writer Jessica Marquez.


Workforce Management: How has the industry become more supportive of women?


Elaine Sarsynski: I have seen the industry work hard to attract, promote and retain women in a meaningful way. At MassMutual, we do a variety of things, like offer true work/life balance to help support women at different stages of their careers. We have a day care center on site as well as a fitness center, a pharmacy and a dry cleaner.


WM: Companies often talk about work/life balance to show how they support women. But what beyond that is MassMutual doing to support women and make sure they are on a career path within the firm?


Sarsynski: Many of our women executives are involved in mentoring younger women and recruiting. For example, through our executive development program, which is an executive recruiting program to bring in MBA candidates, we hired six people, two of whom are women. We also hold women’s luncheons where 40 to 50 of us get together. We might talk about our strategy regarding our women’s advisory boards, which are comprised of women employees in local communities to help their offices find and attract female candidates.


WM: Is MassMutual doing anything to bring back women who have left the workforce?


Sarsynski: We absolutely want women, like me, who have that background. We do a lot to network with women and look for opportunities to reach out to them. For example, we reach out to the YMCA because some of our women executives are on the board. MassMutual also sponsors Women in Insurance and Financial Services, a networking organization to support women in the industry. Just over the past year, my group alone has hired 10 women who either left the workforce or were in a career change.


WM: Why is this important?


Sarsynski: Research shows that at some point in their lives, women will be the manager of the household’s financial decisions. We recently had a conference that addressed this fact: Women are the market to market to, and if you are not, you are going to miss not only 50 percent of your market pool, but the majority of the decision makers. Women make up more than half of the U.S. labor force, and 83 percent are responsible for financial decisions.


WM: Is there a danger of employers creating resentment among male employees by focusing so much on women?


Sarsynski: No, this isn’t 30 years ago. Today, I really believe that male and female colleagues care about each other and working as a team.


Workforce Management, October 23, 2006, p. 11 — Subscribe Now!

Posted on November 3, 2006June 29, 2023

Event Calendar

Events you’ll want to put on your schedule


December, 2007





December


December 5-6
Chicago
Employee Benefits Conference
The Conference Board will focus on the new strategies and tools that companies are using to communicate with employees and engage them in determining their own health and financial planning.
www.conference-board.org

December 10-12
Nashville, Tennessee
Gartner Enterprise Networking Summit 2007
This Gartner summit brings together IT professionals and executives interested in learning about upcoming networking opportunities and system implementation.
www.gartner.com

 


Send announcements of upcoming events for listing consideration to calendar@workforce.com

Posted on November 2, 2006July 10, 2018

Ford Puts the Brakes on Retirees’ Health Benefits

Ford Motor Co. will end health benefits for its salaried retirees beginning in 2008, following the lead of DaimlerChrysler AG’s Chrysler Group, which announced this year that its white-collar workers would be given a stipend to put toward their health care.


Beginning January 1, Ford will put $1,800 into health retirement accounts for its Medicare-eligible retirees. The company disclosed the news in an e-mail to employees November 1 and in information packets sent to its retirees. Retirees’ spouses or domestic partners will receive an additional $1,800, according to Ford spokeswoman Marcey Evans.


“We want to be able to continue providing quality health care benefits,” Evans says. “But we also have to offset increasing health care costs we’re experiencing each year.”


To cut down health care costs, Ford will ask salaried employees to pay a greater share of health care premiums in 2007, though an exact amount has not been determined, Evans says. Ford introduced a high-deductible health plan among its five health care plans this past year.


Like other U.S. car manufacturers, Ford has been beset by huge losses and sharply rising health care costs. The company posted a $5.8 billion loss in the third quarter of this year and spent $3.5 billion last year on health benefits that covered 590,000 employees, retirees and dependents.


The money will be put into a health retirement account and can be used, tax-free, on health care spending, including co-pays, premiums and deductibles not covered by Medicare.


In another sign of the effects of high health care costs, in addition to the other financial woes afflicting Ford, the company told its salaried employees that it would be freezing wage increases for the year. Ford says it will reinstate a company match for employee 401(k) accounts. Beginning July 1, 2007, Ford will contribute 60 cents for every dollar that employees contribute toward their pension, totaling no more than 5 percent of an employee’s salary.


Chrysler announced in March that it would provide a flat annual sum of $1,750 to retirees over age 65 beginning in January 2007.


—Jeremy Smerd


Posted on November 1, 2006July 10, 2018

Advocates Seek Greater Voice for Disabled

As hundreds of companies move ahead of the political debate regarding gay marriage by offering benefits that cover their employees’ same-sex partners, it is apparent that diversity continues to make strides in American offices.


But momentum for an inclusive work­place screeches to a halt in many organizations when it comes to disabled workers, according to advocates.


“It’s absolutely not part of the conversation,” says Jeff Klare, CEO of Hire Disability Solutions, a company that consults with major corporations on the recruitment and retention of disabled people.


Klare says he will try to expand the dialogue by highlighting companies that recruit disabled workers and provide an accessible workplace on his firm’s Web site, www.hireDS.com.


Later this fall, featured employers will have their logos posted on the site. When users click on them, they will be shown a list of company job openings. The site also posts job seekers’ résumés.


The employment rate for people with a work-limiting health problem or disability is 20.8 percent, compared with 78 percent for non-disabled workers, according to the 2002 Current Population Survey.


Putting disability on the diversity agenda has to occur “one employer at a time,” says Nancy Starnes, vice president of the National Organization on Disability.


One obstacle is the lack of awareness. “Disability rights is one of the newest of the civil rights efforts and one of the least recognized,” Starnes says.


In making their case, advocates emphasize the positive contributions disabled workers can make that transcend their condition. If someone can type 70 words per minute, Klare says, it should not matter whether that person has only one hand.


“This is not about charity, this is about skills,” says Klare, who has worked in human resources for 20 years and established his firm when his late sister suffered workplace discrimination because she had HIV/AIDS.


One of the biggest obstacles to employment is the proliferation of misperceptions about disabled people. “It’s a lack of knowledge,” Starnes says. “It’s myths that persist.”


One mistaken assumption is that disabled workers are more inclined than others to sue an employer. In fact, the biggest reason for legal action is being denied an interview, Starnes says.


Companies also fail to create an atmosphere that lets disabled people be productive.


“It’s about bringing the environment into balance with the abilities of the person,” says JoAngela Morin, partner service delivery manager at Monster, which partners with Hiring Disability Solutions for job postings and job searching. For example, a company could assign a blind person to a job that revolves around talking on the phone, Morin said.


Overcoming a disability was illustrated earlier this month when Erik Ma­daus, an 8-year-old with spina bifida, cycled from the U.S. Capitol to the Franklin Delano Roosevelt Memorial in pouring rain with Klare, who was completing a New York-to-Washington, D.C., bike ride to raise awareness about hiring people with disabilities. Madaus’ bicycle was designed so that he can recline and pedal rather than having to sit up.


It may take many more miles—and more education—before Klare gets his message across to most employers. “We fear what we don’t understand,” he says.


—Mark Schoeff Jr.

Posted on October 31, 2006July 10, 2018

Study Diversity Not Linked to High Turnover

Diverse workforces do not have higher turnover rates than more homogeneous employee groups, according to a new study from the University of California, Berkeley.


The study, conducted by the university’s Haas School of Business, found that contrary to previous findings in analyzing race and gender in the workplace, “diversity does not consistently predict high turnover.”


Published by Berkeley professors Jonathan Leonard and David Levine in the July issue of the journal Industrial and Labor Relations Review, the study was intended in part to gauge whether there was evidence supporting claims by industry consultants that diverse workplaces require special training to mitigate the risk of high turnover.


“We think a reasonable interpretation of [the findings] is employees don’t care too much about the race and gender of their co-employees,” Leonard says.


The professors analyzed turnover rates during three years among 70,000 employees at 800 workplaces of an American retailer to see if workers left at a higher rate at stores that were more diverse. The retailer asked not to be identified, Leonard says.


Diversity training has become standard at many companies, according to the Society for Human Resource Management. Seventy-eight percent of employers who implement diversity practices say they do so to lower the cost


of turnover, absenteeism and low productivity.


Diversity consultant Terry Simmons, managing partner of Simmons Associates in New Hope, Pennsylvania, disagreed with the study’s hypothesis: Turnover is lower in workplaces with little diversity.


“They’re saying diversity is a negative condition you have to overcome,” Simmons says. “I’m saying people are different and that’s great; how do we use that to increase productivity? It’s a different starting point.”


The study noted some exceptions when turnover increased. The authors write that “isolation”—when an individual is a numerical minority within the work group—is a useful predictor of retention. Among most racial groups, turnover is lower when they are the numerical majority. Blacks, followed by Hispanics, were most sensitive to being a numerical minority within the group.


Among seven categories—age, men, women, whites, blacks, Asians and Hispanics—women had higher turnover rates when working in a mixed group than in a highly male or highly female setting. By a small margin, women in the study had lower turnover rates when the majority of their co-workers were male.


As a matter of policy, the authors called the results “encouraging,” since they hinted that workers were indifferent to issues of race and gender when choosing to leave a job. The study’s conclusions, however, may not hold in sectors such as insurance and banking, where people are more invested in their jobs and stay longer, and where teamwork is more important, Leonard says.


—Jeremy Smerd

Posted on October 30, 2006July 10, 2018

Ex-CEO of Monster Resigns From Board

Online jobs site operator Monster Worldwide Inc. said Monday, October 30, that chairman emeritus Andrew McKelvey has resigned after refusing to be interviewed by board members investigating the company’s past stock options practices.


The company said McKelvey’s lawyer told the special committee of the board reviewing stock option grants that he had declined to be interviewed on the last scheduled date and would not assure the committee that he would submit to an interview on another date.


Attorneys for McKelvey said he “misunderstood” questions asked by Monster’s independent counsel in July related to the options probe.


“During the time period relevant to your questions, he did not understand that it was improper for the exercise price of stock options to be different than the price on the grant dates,” wrote Manatt Phelps & Phillips attorney Steven Reich in a letter accompanying a Securities and Exchange Commission regulatory filing by Monster.


McKelvey, who founded the company in 1967, resigned as Monster’s chairman and CEO earlier this month, citing the “demands of time” needed to deal with the options probe.


The company is among some 120 companies ensnared in a widening stock option backdating scandal, which has shaken up more than a dozen companies in the New York area. Just last week, Comverse Technology Inc.’s former CFO, David Kreinberg, became the first executive to plead guilty to his role in backdating stock options at the Manhattan software services firm.


Meanwhile, Monster has been scrambling to maintain its No. 1 overall market share in the multibillion-dollar business of job listings by expanding in local markets. The company has been battling against entrenched rivals like Chicago-based CareerBuilder, as well as newer players like Craigslist.


–Catherine Tymkiw


This story originally appeared in Crain’s New York Business, a sister publication of Workforce Management, where Tymkiw is a reporter.

Posted on October 30, 2006July 10, 2018

Quirky Co-Workers Outstanding or Just Odd

You can choose your friends, but you can’t necessarily choose your colleagues.


    That leaves those who consider themselves normal sometimes having to witness unusual behavior that ranges from odd-but-benign to outright gross.


    There’s the mildly disturbing: an architect and boss whose desk is arrayed with souvenirs from his international travels, including a coiled, seemingly ready-to-strike snake (deceased) displayed in a foot-high glass jar. And then there’s the downright damaging: the senior-level executive who hung a bullwhip on a conference room wall and kept suggestive props on the conference table.


    “That was actually an indicator of what his behavior was like in the office,” says Julaine Flick, an executive coach who worked with the bullwhip-displaying executive.


    The props, an oversize screw and nut, were especially jolting: “That was not a very safe, welcoming environment for women to go in and do meetings,” says Flick, now principal at PowerStone Communications, a Chicago-based executive coaching firm. The executive was eventually fired.


    Quirky behavior can work well in the office and even buoy a career, given the right company and the right circumstances.


    “Rugged individualism can go pretty far in the workplace,” Flick says. “There really is a way where you can, whether it’s through dress or expressing yourself, be true to yourself so it works for you and the environment where you work.”


    She once worked at an advertising agency where the creative director would routinely hop on a conference room table and “almost yell” at clients. However, “he was in a creative environment and he was tremendously talented,” Flick says.


    Quirks backfire, though, when they overshadow professional accomplishments. Extremely odd behavior “can be so disruptive to the environment … somebody teased, people sending nasty e-mails—that’s a very unhealthy environment,” says Judith Glaser, the New York-based author of The DNA of Leadership. “It’s an abuse of the time at work. It’s really distracting.”


    Possible motivations for quirky behavior: Either rebellion against a cookie-cutter environment or a calculated “look at me” ploy. Unusual behavior “can bring management’s attention to you,” Glaser says. Plus, “too much sameness bothers some people. An iconoclast says, ‘Accept me for who I am.’ “


    Some companies try to discourage gossip-producing behavior by dictating what employees can display in their workspaces; usually, the choice is limited to corporate-approved art. Restrictions on the display of personal items have risen with the popularity of open office design, says Jennifer Berman, managing director for training and human resource practices in the Chicago office of Cbiz Inc., a Cleveland-based consulting firm.


    “They don’t want the clutter and they don’t want to have to police it,” Berman says of personal effects such as family photos. Yet such restrictions don’t go over well with employees. “Most companies that go that far are often very structured and rigid in other ways.”


Offbeat boss
    Of course, if the top executive is an eccentric, all bets are off. “Sometimes, the iconoclast is the person in charge,” Berman says.


    That’s the case with Scott Sarver, principal at DeStefano & Partners Ltd., a Chicago-based architecture firm, who has the coiled snake on display.


    “I have many strange things on my desk,” Sarver says. “It’s an interesting topic when people come into my office.”


    The snake was a gift from a client in Hanoi, Vietnam. Along with other souvenirs from business trips to Asia, it’s on the desk “to remind me that things are different everywhere,” says Sarver, 45. “Working internationally … inspires me to think differently about projects.”


    Sarver notices when first-time visitors to his office spot the snake.


    “I’m talking to someone for the first time … their eyes wander, and they stop talking.”


    How does the snake come off from the other side of the desk? “Scott can be an intimidating guy at times,” says Matt Snoap, a junior architect at DeStefano & Partners. “The [snake] is in an intimidating position in the bottle. It doesn’t ease your tensions.”


    Dealing with a quirky boss is one thing; handling quirky colleagues is another. The most popular tactic: ignoring odd behavior unless it goes too far.


    Michelle Quinn and her colleagues at a Chicago-area newspaper did their best to ignore a co-worker whose foibles included leaving a mound of used dental floss on his desk.


    “We laughed about him,” says Quinn, who is no longer with the paper.


    It helped that he did his job well. But after one outburst, “he got a talking-to, and they told him to get rid of the dental floss.”


    Sally Hodge, owner of Hodge Communications, a Chicago-based marketing firm, fired an employee after an array of behaviors proved irritating.


    “He sat at his desk and chewed with his mouth open,” Hodge says. “I just couldn’t stand him.”


    Other quirks included telephoning or e-mailing Hodge rather than walking the five feet to her office and, more seriously, his open disdain of the company.


    “He didn’t play well with others,” Hodge says. During a review, she told him she expected his behavior to improve by August. “He said, ‘Well, I guess I’ll be gone at the end of August.’ “


    Hodge adds that during interviews for the job, the employee did and said nothing to reveal his strange side: “He was charming.”


Successfully strange
    Great talent or a lofty title can excuse an array of odd behaviors. When she was working at a Chicago law office, Jennifer Sara Levin and her colleagues ignored a partner who, every Friday afternoon, stood in a hallway and sang loudly.


    “Whatever song came to his head–‘Happy Birthday.’ And his children were young, so the alphabet song and nursery rhyme songs,” says Levin, now owner of Chicago-based Nate & Dot Image Consulting.


    No one ever said anything, however, because the man was a partner and a “major generator” of business. Those two factors also excused another partner, who dressed as though he hadn’t bought anything new in “20 or 30 years,” she says. A favorite outfit for client meetings was a lumberjack shirt, sports coat with worn elbows and shoulders and faded navy Dockers.


    “He was a rainmaker, too,” Levin says. “In my experience, you can be however you want if you generate business. If not, you’d better follow protocol.”


Lisa Bertagnoli is a reporter for Crain’s Chicago Business, where this story originally appeared.
 

Posted on October 29, 2006July 10, 2018

Firms Tapping HR Experts for Pay Committees

Determining the pay of top executives has become a high-profile, high-stress job for compensation committees at many public companies. First there was the outrage over CEO perks. Then came the stock-option backdating scandal, which last week claimed UnitedHealth Group CEO William McGuire.


Now companies are wrestling with new Securities and Exchange Commission rules requiring them to more fully disclose how they pay executives and show how their compensation is tied to performance.


As a result, boards of directors are finding it harder to fill positions on their compensation committees, consultants say.


“People are calling them the new audit committee,” says David Swinford, a managing director at Pearl Meyer & Partners, a New York-based compensation consultancy. Audit committees are responsible for making sure all of the company’s financial reports and SEC filings are correct—a particularly onerous task in the wake of the Sarbanes-Oxley Act of 2002.


“Just like with the audit committees, today if a compensation committee makes a mistake, there are tremendous repercussions,” Swinford says.


Given the heightened sensitivity about compensation, more boards of directors want at least one individual with an HR background on the compensation committee, says Russell Miller, practice leader at Executive Compensation Advisors, a New York-based subsidiary of Korn/Ferry International.


Based on the most recent proxy reports, Heidrick & Struggles, a Chicago-based executive search firm, estimates that 80 board seats among Fortune 500 companies are held by individuals with significant HR experience. That’s up from 62 in 2003.


The pool of candidates for compensation committees has shrunk because of the time it takes to do the job, coupled with heightened scrutiny of their work, says Clint Allen, chairman and CEO of A.C. Allen & Co., an investment banking consulting firm and a member of compensation committees at five companies.


“Five years ago, we used to meet in person or over the phone about four times a year,” he says. “Today, eight to 12 times a year is pretty standard.”


Traditionally, compensation committees hoped to find current CEOs to fill spots, but that’s becoming impossible, given the time requirements and sensitive nature of the discussions, experts say.


“Today, current CEOs won’t sit on more than one board, if any,” Allen says.


With the increased sensitivity regarding objectivity among compensation committees, some companies are steering away from bringing on active CEOs because they may be perceived as having a vested interest in keeping executive compensation levels high, says Charles Peck, a consultant at the Conference Board.


And directors can no longer turn to friends or former colleagues, Swinford says. “Anything that could be perceived as cronyism falls under harsh scrutiny,” he says.


Just tapping former CFOs or accounting partners with the financial and accounting background isn’t enough in today’s environment, Miller says. “Boards want members with specific functional expertise due to the heightened scrutiny,” he says.


Miller says he has seen many more HR executives serve on compensation committees during the past few years. “But it’s not limited to HR professionals,” he says. “Compensation committees want anyone with hands-on HR experience, so that could include line managers who have been involved in the process.”


—Jessica Marquez

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