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Author: Site Staff

Posted on July 27, 2002July 10, 2018

A Post-Merger HR Primer from NIMA

HR professionals at NIMA offer the following tips on how to build an HR system from scratch in the wake of a merger.


• Start fresh. If you’ve got a diverse assortment of employees and managers  accustomed to two very different workplace cultures, you’re only going to risk deepening the divisions if you force either of them to accept the other’s HR practices. Instead, take the opportunity to create a new system that ideally will improve on the legacies and better serve everyone.


• When in doubt, streamline. NIMA radically reduced the number of pay grades and occupational classifications, simplifying the cumbersome setup of its predecessor agencies. The result was a simpler, more adaptable HR system.


• Establish employee ownership. Invite your workforce to participate in the design, implementation, and evaluation of the new system by recruiting them to serve on committees that hammer out the details of your broad vision. People are more likely to support a system that they had a role in creating.


• Understand the nuts and bolts. NIMA’s HR team put a lot of energy into studying the entire range of jobs at the agency, and what sorts of skills and qualifications were required to perform them. Compiling such a database can help you to structure occupational categories and pay scale, and makes it possible for you to develop recruiting, training, and promotion initiatives that serve the organization’s needs with precision.


• Build nimbleness and flexibility into the system. If you want to be able to cope with the unexpected, don’t carve your HR practices in stone. Instead, deploy your system gradually, and set up employee committees to offer continuous feedback and suggest possible improvements.


Workforce, August 2002, p. 48 — Subscribe Now!

Posted on July 25, 2002July 10, 2018

Sample Communication to Phase in Retirement

The following is the State University System of Florida’s “Phased Retirement Program” agreement form for faculty members. The program is aimed at freeing up resources (money, space) for the university for new employees, while giving faculty the flexibility continuing to work and explore other activities, too.


    STATE UNIVERSITY SYSTEM OF FLORIDA


PHASED RETIREMENT PROGRAM AGREEMENT


FOR IN-UNIT FACULTY


 


Employee Name:_____________________________
Date of Retirement:_____________________________
Date Reemployed:_____________________________
Reemployment Obligation From:_____________________________
To:_____________________________
College/Department:_____________________________
DOB:_____________________________
Years of Service:_____________________________
Retirement Plan:_____________________________

To participate in the Phased Retirement Program, I understand that I must retire pursuant to the laws of Florida and the rules of the Florida Division of Retirement. Furthermore, all retirement benefits for which I am eligible shall be determined accordingly. I understand that by retiring I relinquish all rights to tenure/permanent status. Also, I understand that my decision to participate in this program is irrevocable. DRS employees and those in the Deferred Retirement Option Program (DROP) are not eligible for the PRP.


After I have met all eligibility requirements for this program, the University is obligated to give me a written offer of reemployment under an Other Personal Services (OPS) contract for one-half (.5 FTE) of the academic year (780 hours or 19 ½ weeks). Compensation during the period of reemployment shall be proportional to my salary prior to retirement, including an amount comparable to the pre-retirement employer contribution for health and life insurance and an allowance for any taxes associated with this amount. This period of reemployment obligation shall extend over five consecutive academic years, beginning with the academic year following retirement. Assignments shall be scheduled within one semester unless the University and I agree otherwise.


I understand that, in accordance with the rules of the Division of Retirement, to activate my retirement I must remain off the University’s payroll for one calendar month immediately following my effective date of retirement. I also understand that if I accept reemployment with the University during the second through twelfth months of retirement, there will be no restrictions on concurrent receipt of my retirement benefits and reemployment compensation, provided my reemployment does not exceed 780 hours. I recognize my obligation to repay any retirement benefits paid to me if I exceed the reemployment limitations of my retirement plan.


I must notify the University in writing of my acceptance or rejection of the annual offer of reemployment not later than thirty (30) days after receiving the written offer of reemployment. If I fail to do so, I may be forfeiting my reemployment for that academic year.


I may decline an offer of reemployment under this program at any time. However, such decision does not extend the University’s reemployment obligation. At the conclusion of the consecutive five-year reemployment period, the University has no obligation to offer me additional employment and no further notice of cessation of employment is required.


Upon retirement, I will be paid for unused sick and annual leave at the rate as provided under the Collective Bargaining Agreement. Additionally, I will be credited with five (5) days of leave with pay at the beginning of each full-time semester appointment. For less than full-time appointments, the leave shall be credited on a pro-rata basis. These five (5) days may be used in increments of not less than four hours when I am unable to perform my assigned duties due to my personal illness or injury or that of my immediate family. Even though I may accumulate such leave for use during this post-retirement reemployment period, I will not be paid for the unused leave at the termination of the reemployment period. Effective 7/1/99, five additional personal non-medical days for employees who were formerly on 12-month appointments upon entering the Phased Retirement Program are restored.


If UFF dues are currently being deducted from my pay, such deduction will be continued in accordance with the Collective Bargaining Agreement.


I shall retain all rights, privileges, and benefits of employment, as provided in laws, rules, the BOR-UFF Agreement, and university policies, subject to applicable provisions of the Collective Bargaining Agreement.


I will receive all salary increases guaranteed to employees in established positions in an amount proportional to my part-time appointment. I also will remain eligible for nonguaranteed salary increases on the same basis as other employees.


I understand that as a phased retiree, I am required to pay the Medicare portion of FICA (Federal Insurance Contribution Act), and since my employment status is OPS, I am prohibited from paying the OASDI (Old Age Survivors Disability Insurance) portion of FICA pursuant to the Division of Retirement/Social Security Administration agreement.


I understand that if I have questions or concerns regarding my tax status as a result of participation in the Phased Retirement Program, I will seek counsel from a qualified tax advisor.


This Agreement incorporates by reference all applicable provisions of the Collective Bargaining Agreement.


 


__________________
Employee/Retiree
__________________
Date
__________________
Chairman/Supervisor
__________________
Date
__________________
College Dean
__________________
Date
__________________
Provost/VP
__________________
Date

SOURCE: Reprinted with permission from “Current Practices in Phased Retirement,” Watson Wyatt Data Services. For more information, visit www.wwdssurveys.com or call 201/843-1177.


The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.

Posted on July 19, 2002July 10, 2018

0206 Best Software

Truliant Federal Credit Union — a full-service financial institution serving 170,000+ members across five states — challenged itself to increase their level of service to their employees and achieve the once unimaginable — a paperless payroll system. And to do it, they turned to the brand they know and trust — Abra Suite®!


The result …


  • Improved communication to its 340 employees.
  • Trouble-free, paperless payroll with detailed pay information posted online
  • Greatly-reduced administrative overhead
  • A happier, more satisfied (and better informed) family of employees

In 1993, Truliant chose Best Software’s Abra Suite® to automate its growing HR and payroll needs. By 2001, as the number of its employees increased and became more dispersed, it sought to provide easier, more convenient access to information — just as it does for its members.


To increase the level of service to employees and achieve a 100 percent “paperless payroll” system across the company’s multiple locations, Truliant implemented Abra Employee Self-Service™ (ESS) — a secure Internet-based system that enables employees to view and update their personal information using a simple Web browser.


Banking on Abra’s Performance
A user of Abra’s core HR and payroll modules for more than eight years, Truliant has had ample time to confirm the robust capabilities of the software.


“We have enjoyed Abra Suite’s ease of use and its ability to integrate HR and payroll information into one system. In fact, Abra has saved us so much time over the years – it’s hard to think what our jobs would be like without it,” explains Payroll Manager Ann Ballard.


“We have complete confidence in the system, too. We have never had a payroll go out late and our numbers are always accurate.”


Ballard adds, “Abra Suite’s tax updates are a blessing. Managing government compliance requirements would be a nightmare without them.”


“For example, Ohio has so many levels of local taxes, it would take us days to research all of its tax law changes alone. And then we would need to figure out how to account for those amendments during our year-end closing process.”


“With Abra, we simply install the update and we are assured that everything is taken care of.”


To learn how Abra can maintain your company’s compliance and to request a FREE quick-reference Compliance Guide, visit www.bestsoftware.com/StayCompliant with priority code AAABX today!


A Big Change in Employee Service
Since Truliant is a financial institution, its decision to add Abra’s Employee Self-Service module was largely driven by the payroll department.


“Providing state-of-the-art, automated services and quality customer service is the way we do business,” says Ballard. “So, when we wanted to offer a better way for our employees to view their compensation information — such as benefits and 401K deductions — Abra Employee Self-Service was the right choice based on its flexibility and security provisions.”


The Abra ESS system also enabled Truliant to provide HR-related information online, including personal and dependant profiles and emergency contacts. Employees have the option to request that HR update this information directly. In the future, Truliant hopes to make important organization documents available for download through ESS, including employee loan forms.


“Strong employee communications is especially important for the credit union since everyone is spread out across many miles. Abra helps us stay informed,” notes Ballard.


To improve the level of service to your employees and to request our FREE ESS White Paper — “Developing a Winning eHR Strategy with Employee Self-Service” — call 866-425-6404 with priority code AAABX right now!


Cashing In on Time and Cost Savings
Truliant’s employees all use direct deposit. With the addition of Abra ESS, Ballard estimates that the department saves at least four hours per pay period by eliminating the need to print and distribute direct deposit advices to employees, plus production costs.


Additionally, the ability to securely post pay details and paycheck history online has also significantly reduced the time spent answering employee questions.


To further automate their payroll processes, Truliant recently implemented a third-party time and attendance package. The system integrates smoothly with Abra Suite, enabling the payroll department to purge additional paperwork and administrative overhead.


“We used to spend hours collecting timesheets and manually entering each employee’s information into payroll. Now we simply transfer the data electronically from our time and attendance system to Abra Payroll,” says Ballard.


For more information on cutting your payroll costs with Abra Payroll, visit www.bestsoftware.com/ControlPayroll with priority code AAABX today. Act now and receive a FREE copy of our informative White Paper — “Analyzing Your Payroll for Maximum ROI.”


Abra Suite — a Wise Investment
After a successful experience with Abra Suite, Truliant is looking forward to what lies ahead with the trusted product line. Ballard is excited about tapping the latest features and functionality, including Abra Alerts™, a new application that proactively distributes information to employees via email to automate and schedule HR and payroll events such as performance reviews and related activities.


Ballard concludes, “Abra Suite continues to prove its worth to us year after year.”


“First, Abra Payroll helped us significantly cut the time spent on preparing and running payroll and bolstered our confidence in the numbers. Now, ESS has dramatically reduced the number of employee calls, allowing our department to better focus on more strategic issues like employee retention programs.”


Next Window Please
To learn more about the entire family of Abra HR and Payroll solutions and a host of Best accounting and business management solutions, visit our web site at www.bestsoftware.com. With 20 years experience and an array of industry-leading solutions, we’re confident we can meet your unique business needs — regardless of your company size or structure.

Posted on July 18, 2002July 10, 2018

Best Practices of HR Portals

 Here are some suggestions from companies that have been successful getting a portal up and running.


    1. Insure usability. Design your site as an “employee-centric” site, which means that accessibility and functionality from the end user’s standpoint are central to all design decisions. New tools and applications should be user-friendly, easy-to-navigate and intuitive. Review frequently-asked-questions and other employee feedback. Solicit input and support from all functions in the organization to ensure that customer needs are heard. Without input, self-service efficiencies will be diminished and there will be more frustration, workarounds and calls to HR. With input, the HR department will get “buy-in” and there will be broad ownership.


2. Facilitate communication between technical and content people. People who work in close physical proximity tend to get to know and understand each other better. Move the IT people, who develop applications for HR, to the same office as their HR customers. Another approach is to designate “business area liaisons” from IT to actively participate in HR business, including attending HR staff meetings. The more that technical people intimately understand HR initiatives, the more appropriate will be the technological solutions they suggest.


3. Perform rapid prototyping. Devise a simple prototype of an HR module, implement it, and then work with end users to expand the functionality of the system. Using a fast and simple start with your strategy is better than staying in the design phase for years. It is also more impressive to executives and employees.


4. Personalize or customize wherever possible. For example, you might organize your benefits site according to demographic profiles, which helps employees in specific situations or stages of life make better use of their entire benefits package. The site might allow the employee to review benefit options related to a single person, someone with children, or an employee nearing retirement. Differences in benefits and policies at different plant locations may also require customization of content by location.


5. Create and follow a clear, step-by-step implementation approach. First, make sure that your strategic plan for automation aligns with HR goals and your company’s overall strategy. Then, rather than rolling out everything on your intranet all at once, a stair-step approach gives employees time to learn the new system piece-by-piece. Introduction of new tools keeps them coming back.


6. Develop a process for content ownership and updating. If users detect that the site isn’t being regularly updated, they are unlikely to continue using the system. There should be a well-defined process by which content leaders update Web information. One approach is to send an e-mail message to users who wish to be notified that a module has been updated, along with a hyperlink to the revised module. This subscription service assures users that they will be informed when something changes.


7. Evaluate processes before automating them. Instead of automating an inefficient process, reengineer it and then automate it. Promote ownership of new approaches by creating a cross-functional task force with representatives from all areas of the organization to participate in planning and implementation. Pay attention to aspects of the organization’s culture that are needed to support improved processes and new technology.


8. Provide “self-service” access for everyone. If employees do not have access to their own PC or kiosk-based PCs, an IVR (interactive voice response) system may be necessary. Mobile employees who do not have network availability and use modems may need a text-only version of the HR Web that provides relief from long download times. Consider making it possible for employees to access the intranet from home.


9. “Advertise” new content. Be creative in introducing new features. One way to do this is to organize a contest with prizes to raise employee interest. Another way is to let the intranet market itself by spreading announcements throughout Web space with cross-linked sites.


10. “Brand” your site. Give your HR site a name and identity to help employees perceive it as the “go to” place. Make the Web the authoritative source for HR information.


11. Develop ways to attract and retain talented Web designers. Web interface design is a hybrid of communication, industrial design, and technology. The process is more complicated than many companies imagine and people with the right combination of skills and experience are in short supply.


12. Make this the only game in town. If you want people to use online transactional capabilities, take away alternatives. For example, if you want employees to enroll in benefits online, take away the traditional paper enrollment process.


13. Create a fallback resource. For employees experiencing difficulty using the Intranet, set up a “help desk” to answer questions about Web tools and features and to direct them to needed Web information. Based on the kinds of questions employees have, help-desk staff can make recommendations for improvements to Web applications and organization.


SOURCE: Reprinted with permission from “e-HR: Best Practices in Human Resources Service Delivery,” Watson Wyatt Data Services. For more information, visit www.wwdssurveys.com or call 201/843-1177.


Workforce Online, July 2002 — Register Now!

Posted on July 15, 2002July 10, 2018

Health Care Spending Account

Although your health care benefit plan offers you and your familyconsiderable protection against the high cost of health care, you probably havea number of ordinary health care expenses that are not covered under any benefit plan.


Typical out-of-pocket costs that most people incur include insurancedeductibles and copayments. Also, there are the costs of health care expenses,such as routine physical exams or orthodontia — which may not be covered underyour benefit plan. Health care costs such as these may add up to a significantpart of your yearly expenses. By enrolling in the health care spending account,you’ll be better able to manage these expenses and gain real tax savings as well.


A spending account allows you to direct a part of your pay, on a pretaxbasis, into a special account that can be used throughout the year to reimburseyourself for certain out-of-pocket health care expenses. Because this money goesinto your health care spending account before federal income or Social Securitytaxes are withheld, you pay less in taxes and, ultimately, have more disposableincome.


In some cases, your money is exempt from state and local taxes as well. Checkwith your tax advisor to find out whether this tax exemption applies in yourstate. Because spending accounts allow you certain tax advantages, they aregoverned by specific federal regulations.


For example, once you enroll, you cannot change your election during the planyear unless your family status changes. Federal regulations also require thatany money you deposit in a spending account that is not used to cover eligibleexpenses incurred that same year will be forfeited.


This memo will help you to understand your health care spending account anddecide whether the tax advantages it offers are right for you.


Who Can Enroll?
You are eligible to participate in the health care spending account if youare a regular employee working 20 or more hours a week.


How the Account Works
Each plan year you decide whether you want to participate in the health carespending account. Once you’ve made that decision, you then estimate the amountof eligible expenses you are likely to have during the year and decide how muchof your salary you want to set aside to help pay for them.


The amount you elect will be deducted automatically from your paychecksduring the year and credited to your spending account, As you incur eligibleexpenses during the year and pay for them out of your own pocket, you reimburseyourself from your account with tax-free money.


Eligible Expenses
Money set aside in this account can be used to reimburse only those healthcare expenses that are not covered under any other plan. These expenses mustalso be considered tax deductible by the Internal Revenue Service (IRS).Insurance deductibles and copayments are just two examples of the kinds ofexpenses that can be reimbursed through the health care spending account.


Other examples, according to the IRS, include, but are not limited to:

  • Reimbursement Accounts
  • Chiropractors’ services
  • Contact lenses
  • Dental fees
  • Doctors’ fees
  • Eyeglasses
  • Laboratory fees and
  • Prescribed medicines.

Contributions
You will be informed of the maximum annual amount you can set aside in youraccount during the open enrollment period each year.


Tax Deduction vs. Health Care Spending Account
If you use money from your health care spending account for a health careexpense, you cannot claim that same expense as a deduction on your income taxreturn.


In deciding whether to reimburse your health care expenses through a spendingaccount or claim them as deductions on your tax return, keep in mind that onyour tax return you can claim only those expenses that exceed 7.5 percent of your adjusted gross income. Therefore, the likelihood of the tax deduction being moreadvantageous is remote.


If, for example, your adjusted gross income is $28,000, your eligible healthcare expenses would have to be greater dm $2,100 (.075 x $28,000) to claim adeduction. Also, if you had $2,200 in eligible health care expenses, you coulddeduct only $100 on your tax return. With the health care spending account, youcould reimburse yourself with tax-free dollars for any portion of thatexpense–up to the amount of your annual contribution.


Unused Funds
Money you put into your health care spending account that is not used tocover expenses incurred during the plan year will be forfeited. You can reducethe risk of losing unused by careful planning. Many out-of-pocket health careexpenses can usually be budgeted ahead of time.


Also keep in mind that any forfeiture of funds may be offset by your totaltax savings. Remember, a portion of any money would have been paid in taxes.


Effect on Other Benefits
Your health care spending account contributions will not affect any companybenefits that are based on pay. These benefits will continue to be based on yoursalary before any amount is deducted. Because you don’t pay Social Securitytaxes on spending account contributions now, however, those benefits may beslightly less when you retire or if you become disabled. It will depend on thelength of time between now and when you retire or become disabled and on whetheror not your taxable income exceeds the Social Security maximum wage level.


Reimbursement From Your Account
To receive reimbursement from your health care spending account, submit aHealthcare Reimbursement form, along with evidence of your incurred expense, tothe Plan Administrator. Evidence of your expense, such as a copy of your paidbill or an explanation of benefits statement, is necessary to claimreimbursement. You will receive an explanation of payment for each claimsubmitted. The explanation of payment will explain your account transactions andbalances.


With a health care spending account, you cart receive reimbursement up to the total amount of your annual contributions, regardless of the amount in your account at the time you request payment.


Assume, for example, that you elect to set aside $50 a month, or $600 for the year, in your health care spending account. Suppose that in April, aftercontributing a total of $200 ($50 x 4 months) to your account, you incur aneligible medical expense of $500 that you pay out of your own pocket. You couldrequest reimbursement for the full amount of your expense, even though thebalance in your account would not be sufficient to cover it at that time.


For the rest of the plan year, your salary deductions would continue. In thisexample, of the total annual amount of $600 you had elected to set aside, $100would remain available to you for reimbursing further expenses incurred thatyear.


How to Enroll
If you decide to enroll in the health care spending account, you mustcomplete and sign the enrollment form. During the enrollment period each year,you should consider what your eligible expenses are likely to be for the comingyear. It may be helpful to review your health care costs for recent years. Alsoconsider any changes that may occur during the coming year that may affect yourexpenses, such as marriage or the birth or adoption of a child.


Next, decide how much of your salary you want to set aside. Remember, thetotal amount you determine will be deducted automatically from each paycheck, inequal amounts throughout the year, and credited to your spending account. It isimportant to plan carefully. Federal regulations require that once you’vedesignated the contribution amount, you cannot change your decision during theyear unless your family status changes. Check with the Human Resources Department for a full list of family status changes. The following are examples of family status changes:

  • Marriage
  • Divorce
  • Death of child or spouse
  • Birth or adoption of a child
  • Termination of spouse’s employment
  • Commencement of spouse’s employment
  • Transition from part-time to full-time work or from full-time to part-timework by employee or spouse
  • Employee or spouse taking an unpaid leave of absence or
  • Any significant change in health coverage of employee or spouse due tospouse’s employment.

Enrollment in the health care spending account is possible only at adesignated time each year. Newly hired employees may be able to enroll at othertimes. Only those expenses you incur on or after the effective date of this planwill be eligible for reimbursement.


Current Rules
This health care spending account is offered on the basis of a currentunderstanding of the provisions of the IRS. Since the current rules are subjectto change, the plan may be amended or discontinued if regulations or changes inthe law make it advisable to do so.


This memo describes the health care spending account in general terms. If anyconflict arises between this description and the plan document, or if any issueis not covered, the terms of the plan document will govern in all cases.


Any determination as to qualification of an expense under the health carespending account is subject to review by the Internal Revenue Service (IRS).Should the IRS take a position contrary to that applied under the plan, the planwill be governed by IRS instructions. Employees who disagree with the IRSposition and wish to appeal that decision must obtain their own legal counsel.


Reprinted with permission from “Exhibit Book of Benefit CommunicationPrograms,” Watson Wyatt Data Services, 2000. For more information, visit www.wwdssurveys.com or call (201) 843-1177 and ask for Customer Service.


The information contained here is intended to provide useful information onthe topic covered, but should not be construed as legal advice or a legalopinion. 


Workforce Online, March 2002

Posted on July 15, 2002July 10, 2018

0207 Success Stories – Teaming Up for Successful Solutions

Unless you’re a solitary HR genius, chances are that you confront challenges and solve problems as part of a team. Whether the issue is recruiting, corralling employee information, filling short-term workforce needs, or completing a fast and accurate background check, you might need some assistance in figuring out which solution is best for your organization.


    Finding the right company to help you isn’t always easy. But when you do find the right match, the outcomes can be transformative. Systems run more smoothly. Employees are happier. You’re less stressed. That’s what happens when partnerships reallyclick — you get a success story. 


    On the following pages, you’ll read about organizations from restaurants to a regional organ bank to an Olympic organizing committee that are writing great success storiestogether — every working day.


Workforce, July 2002, pp. 53-68 — Subscribe Now!

Posted on July 10, 2002July 10, 2018

The Workforce 80

With the inauguration in 1922 of The Journal of Personnel Research, Workforce magazine’s first name, the fledgling field of personnel was officially born. Workers were leaving fields for factories, and businesses were swiftly learning about the complexities of managing people in an industrial world. For the past 80 years, the publication has served as a mirror of the U.S. workplace, and a bellwether for HR, helping it to find its way in a turbulent world.


To mark its 80th anniversary, editors, writers, and distinguished members of the business and academic communities have created a special issue chronicling 80 events that have shaped HR. Together the stories — offered without ranking — are an impressive collection of people, trends, innovations, and events that have had a profound impact on human resources and the workplace.


This magazine is one of the oldest and one of the largest continuously published periodicals in the country. What is less well-known is that it has been a family enterprise for most of its history. Workforce publisher Margaret Magnus succeeds her mother, Betty Hartzell, who was publisher of what was then called Personnel Journal from 1974 to 1990, and Hartzell’s uncle, Arthur C. Croft, who bought the publication in the early 1960s.


“Human resources fundamentally deals with human nature,” Magnus says. “HR strives to bring out the best in everyone.”


With a history that spans the full life of HR, Workforce has covered sweeping changes in the field from the industrial revolution to the information age. Throughout its tenure, HR has been at the vanguard of social change. Workforce is honored to have participated in helping to create its vision, tell its story, and chart its course.


Workforce, January 2002, pp. 26-56 — Subscribe Now!



The Workforce 80 was written by Shari Caudron, Sarah Fister Gale, Samuel Greengard, James E. Hall, Carroll Lachnit, Susan J. Marks, Todd Raphael, Janet Wiscombe, and Eilene Zimmerman. The following people shared their time and expertise in the creation of the list: Thomas Dougherty, University of Missouri; Dave Ulrich, University of Michigan; Matt Miklave and Jon Trafimow, Epstein, Becker & Green, P.C; Bob Gitter, Ohio Wesleyan University; John Boudreau, Cornell University; Maria Greco Danaher, Dickie, McCamey & Chilcote, P.C.; Daniel Mitchell and David Lewin, UCLA; Judson MacLaury, historian, U.S. Department of Labor, and Arnold Packer, senior research fellow, Johns Hopkins Institute for Policy Studies.

Posted on July 3, 2002July 10, 2018

PeopleWise Provides Key Screening Solution

If ever an Olympic Games operated under a single byword, it was the 2002Olympic Winter Games. And that word was “security.” With the ominous memoryof September 11, 2001, still fresh in their minds, organizers of the Salt LakeCity Games faced the challenge of amassing an unprecedented amount ofintelligence about every worker and volunteer who would be granted access to theOlympic venues.


In all, the Salt Lake Organizing Committee (SLOC) needed to perform thoroughbackground checks on more than 70,000 individuals. These investigations wouldneed to include accurate and timely information to ensure the safety of theathletes and spectators.


PeopleWise provided a key component in this intelligence effort: identityverification. “This is where PeopleWise really shined,” said Kim M. Kerr,Project Manager of Security Support for the Salt Lake Organizing Committee. “Theycame to the table with an excellent process that really cleared up ourquestions. They were able to handle a huge amount of people and came in andworked around our schedule. We provided them with pretty much raw data and theyturned it around very quickly in a very readable format.


“When we look at the general safety of the Games from an accreditationstandpoint, it made the difference.”


California- and Utah-based PeopleWise, the veteran company that providesfast, easy, and legally compliant background checks for employers nationwide,used its unique Internet-based identity verification tool, InstaCheck®, toexamine pertinent data about every Olympic worker and volunteer. By the time theGames opened, approximately 70,000 people had been screened, and 95 percent ofthem were accredited. And, throughout the two-week Games, security was nevercompromised.


“This was the biggest security event the world has ever seen,” saidPeopleWise President Gary Cornick. “And our ability to handle a high volume ofchecks in a very short period of time was really critical in SLOC’s decisionto select us.”


InstaCheck was ideally positioned to prevent the kind of identification fraudthat contributed to the tragedies of September 11, when several of theterrorists involved in the airline hijackings used identification that wasfraudulently obtained. At the Salt Lake Olympic Winter Games, identityverification was critical — ensuring that someone was not entering any Olympicvenue or other secure area using someone else’s identity.


InstaCheck is, essentially, an unusually fast, accurate, and thorough matchgame. It is a process of assembling all the basic identifying information aperson would include on a job or volunteer application — name, address, phone,Social Security number, and other basic elements — and then using PeopleWise’stechnology to “validate that those pieces of information exist and are realand are not falsified or fabricated,” said Brad Moss, PeopleWise ChiefOperating Officer. “Then we make sure that even though the person hasprovided, say, a legitimate Social Security number, does it actually belong tothat person or has anyone else used that Social Security number? Or does thatperson actually live at that address, or does that phone number actually belongto that address. Any single element out of place could throw up a red flag.”


It really cross-matches all the different components and determines whetheror not a person is who he says he is.


And it does it in a matter of seconds.


This tremendous speed — only one or two seconds for any given person — ispossible, said Cornick, because of the time and effort put forth by PeopleWiseand sister company RiskWise® to develop data sources and create the technologynecessary to perform the job. “On a large scale like the Olympics, where wewere getting tens of thousands of files, we verified the identities of theindividuals in a few days rather than weeks or months,” said Cornick. “Thatwas everybody who was applying for accreditation, which is basically a securitypass to the Games — any staff member, organizing committee member, volunteer,worker from a sponsor, or other type of vendor such as catering companies and/ortransportation companies. Anyone at all who provides services to the Games.”


While background checks as an Olympic Games policy is nothing new, handlingsuch a volume of checks at such a speed — and, most importantly, gettingspot-on accurate results every time — is. Background checks were used in LosAngeles for the 1984 Olympic Summer Games, and also for subsequent Games inAtlanta and Sydney, but “in Atlanta and Sydney they were overwhelmed,” saidKerr. “They were looking back after the individuals were already accredited.And if they found problems they would have to go back and revoke theaccreditation.”


Also, conventional criminal background checks were not enough. The September11 terrorists, for example, had obtained false identifications and were usingthose to obtain employment and drivers licenses, to go to flight school, and tobuy plane tickets. Had anyone done a standard criminal background check on themwithout first performing an identity verification, it is likely that theirrecords would have appeared to be unblemished.


“If you don’t have a criminal record and I steal your ID and I’m usingit, and they check your name against a criminal history file, it’s going tolook just fine,” said Cornick. “Identity verification is the componentPeopleWise brought to the Olympic Games.”


The threat of terror was naturally a prime consideration in the decision toperform thorough cross-referenced background checks at the Games, said Moss.However, he emphasized, the system was designed not only to exclude potentialcriminals, but others who could be compromised by obtaining access to the Gameswith bogus identification.


Concerns about groups that might be vulnerable to exploitation grew after anincident in December 2001 at Salt Lake City International Airport during which69 people were arrested in a police sweep on charges of providing falseinformation to employers. Another 200 were fired from their jobs for providingphony information on job applications. Many of those arrested or fired hadaccess to highly secure areas, and in some cases they had failed to disclosecriminal backgrounds. Most of the workers were charged on Social Security orimmigration violations.


Many of those arrested or fired were illegal immigrants and not violentcriminals. However, Moss pointed out, people in such circumstances are in dangerof being exploited for possible criminal ends. Their illegal status also putsthem at risk of being blackmailed. InstaCheck, he said, would easily havedetected the kind of identity fraud that caused such upheaval at the Salt LakeInternational Airport.


If InstaCheck detected a discrepancy in documentation, PeopleWise followed anexception process, which was critical to the follow-up phase of the project. Thesystem determined what piece of information was “red-flagged” and the reasonfor the exception, then PeopleWise’s professional research group stepped in toverify the information using the full resources of its parent company,LexisNexis™. In such cases during the Games, the information was then reportedto SLOC, which made the final decision as to whether to issue credentials.


Most of the people who were denied accreditation to the Games were potentialcontract workers, said Kerr. Among them, the failure rate was about 10 percent.Many of those had applied to be van and bus drivers. Only about one percent ofthe volunteer applicants failed their screenings.


Kerr said that until PeopleWise performed background checks for the 2002Olympic Winter Games “there was a hole in the security planning that I’dalways felt uncomfortable about in the area of identity verification. But whenPeopleWise came on board with their initiative, it let me sleep a lot better atnight knowing we were doing checks on people who actually existed.


“PeopleWise’s professionalism and response were just excellent,” hesaid. “They brought the numbers of people to the task that were required toget the job done and they did it in the proper time line — no excuses. Theyjust went to the task and showed a tremendous amount of support for the Olympicsand contributed greatly to the success of the Games. It really shows that they’rea dynamic company.”

Posted on July 3, 2002July 10, 2018

Honeywells Best Staffing Practices Pay Off

Honeywell, a $24-billion diversified technology and manufacturing leader,serves customers worldwide with aerospace products and services; controltechnologies for buildings, homes and industry; automotive products; powergeneration systems; specialty chemicals; fibers; plastics; and electronic andadvanced materials. Today, as one of the 30 stocks included in the Dow JonesIndustrial Average, Honeywell focuses on delivering unsurpassed customer andshareholder value through talented people and innovation. To Honeywell,optimally deploying human capital across the organization is the most importantelement to ensure not only success in innovation but execution across thecompany.


David McNulty, Honeywell’s Director of Staffing, said, “Hiring anddeveloping the best possible people is critical to our success. Partnering withRecruitsoft to implement a world-class, online staffing management system allowsus to attract the best candidates and build a pipeline of talent.”


Staffing Systems Analyst Lisa Arnold stated, “Human capital is the keydifferentiator to any great company. It is not only important to hire the bestpeople but the continued vitality of any organization depends on lettingemployees grow with their jobs. Recruitsoft helps us do just that.”



“…the Recruitsoft implementation is expected to generate productivity improvement opportunities that reduce management costs by at least eight percent per year.”


Honeywell believes it is critical at the point of hire to identify the rightcandidates for positions, and skills-based staffing is key to assessing theinternal and external talent pool. Honeywell’s employees are required tocomplete 40 hours of learning annually. Learning opportunities range fromclassroom and Web-based training to on-the-job assignments — all with thepurpose of advancing employees’ skills sets.


Arnold noted that Recruitsoft solutions play an important role in workforcemanagement across the company. “Training and skills deployment have animportant correlation with retention. As employees garner new skills and havenew employment interests, Recruitsoft solutions enable processes to help them tobe considered for other positions within our organization — and this will havea positive impact on retention,” stated Arnold.


Applying Honeywell’s Six Sigma Plus and Digitization Initiativesto Staffing Management
Many manufacturing companies during the late 20th century utilized Six Sigmaand its principles to optimize assembly line production. Today, all Honeywellemployees are taught an innovative system called Six Sigma Plus, which isdesigned to eliminate variability and has saved the company $3.5 billion since1995. In various departments across the company, Six Sigma Plus programs work toenhance customer value and reduce waste, leading to an increase in overallproductivity and profitability. Honeywell expects digitization, referring toWeb-based tools, to deliver more than $1 billion in cumulative savings over thenext three years. In line with these objectives, Honeywell decided to evaluateWeb-based staffing management solutions that would improve its processes whilesimultaneously cutting costs, increasing productivity and improving customerservice. Honeywell receives approximately 10,000 résumés per month and priorto implementing Recruitsoft, utilized BrassRing’s Talent Gateway postingsystem.


“As part of Honeywell’s Six Sigma program, the Recruitsoft implementationis expected to generate productivity improvement opportunities that reducemanagement costs by at least eight percent per year,” stated Arnold. Shecontinued, “Recruitsoft has streamlined our processes and we expect them tocut costs and help our internal customers succeed.”


PeopleSoft Integration and Reporting
Honeywell’s solution selection process took roughly four months, was led byKathleen Karneth, Staffing Systems Consultant, and evaluated eight providers.With sites in 95 countries, Honeywell required a global solution as well asintegration with its PeopleSoft Human Resource Information System. Under its SixSigma Plus focus, integration would not only help avoid unnecessary duplicationbut also ensure that information is shared among systems and ensuredata-integrity compliance to reduce administration and increase productivitywithin the Human Resources department.


“Tracking and reporting on EEO data within the application was extremelyimportant to us as a company,” said Arnold, adding, “Recruitsoft hassuccessfully uploaded over 22,000 job templates to help ensure that the data istracked accurately and it has been successfully integrated with our PeopleSoftHRIS.”


Other key requirements that Recruitsoft met included:

  1. Workflow-enabled solution that would allow for more consistent andreal-time processes

  2. A more effective means of finding qualified candidates faster

  3. A skills-based staffing solution that also used prescreening questionsand had search functionality

  4. A solution that empowered and engaged the hiring managers

  5. An improved requisition management process and an automated approvalprocess

  6. Built in pre-screening and qualifying assessment tools

  7. The ability to track candidate sources and decrease candidateobsolescence

  8. An automated employee referral system

  9. Solid company financials

Said Arnold, “There are so many products available, but, in my opinion,Recruitsoft is indeed the best choice for Honeywell. Not only because it is anexceptional product, but because of its people, whom we consider true partners.The professionalism of Recruitsoft’s implementation consultants, sales teammembers, account managers, customer support specialists, and technicalconsultants all contributed to making our project a success.”


A Successful Implementation Across the Board
Recruitsoft worked closely with five internal Honeywell teams to manage theimplementation that was completed in four months. Phase one, which includes theU.S., went “live” on April 29, 2002. The teams developed included the CoreTeam, Process Team, Content Team, IT Team and Roll-out Team. David McNultychampioned the effort with Lisa Arnold, serving as the project manager, andKathleen Karneth as the business process lead. Each of the five teams hadspecific responsibilities and deliverables, which were based on Recruitsoft’sACE™ Staffing Best Practices.


Because Honeywell has nearly 400 locations in the U.S. alone, Arnold and herteam chose to manage the implementation project virtually for convenience,cost-savings, and to obtain valued input from representatives across the entirecompany.


Arnold stated, “The virtual implementation was a huge success. Throughoutthe process we used Webex sessions, e-mail, and conference calls. Many peoplewanted to know if it could be done successfully, virtually — and it can.”


McNulty noted that Recruitsoft’s consulting team delivered ahead ofexpectations and on budget in the face of a very aggressive timeline toimplementation. “Our Recruitsoft team took ownership, got involved, and was asinterested in the success of the project as our own employees. Together with aknowledge base and implementation toolkit, the Recruitsoft consulting teamhelped us tackle difficult change management issues and facilitated a successfulimplementation and integration.” Arnold also referred to Recruitsoft’scustomer support team as “top-notch” for Honeywell’s internal and externalusers.


With Recruitsoft: The Benefits
Within the first month, over 18,000 external candidates applied through thesolution. Integration with Honeywell’s employee data in the PeopleSoft HRISwas successful. “In line with our goal of creating an easy environment forinternal talent deployment, Honeywell has transferred 65,000 employee profilesto the Recruitsoft solution,” stated Karneth. Profiles include pertinentinformation on employees such has contact information, experience, education,awards, certifications/licenses, and training.


Honeywell has also automated its employee referrals with Recruitsoft’ssolution, greatly reducing administrative processes and benefiting Honeywell’s400 recruiters and 5,000 hiring managers. Prior to utilizing Recruitsoft,Honeywell’s employee referral system was entirely paper-based.


Honeywell recognizes the importance of a self-service model for recruitingand staffing, and, in addition to the Recruiter WebTop™, has also deployedRecruitsoft’s Hiring Manager WebTop™. Arnold stated, “Today, hiringmanagers are more engaged and we are very pleased with the results of theeLearning tool and really like that our hiring managers can use it for ongoingtraining.”


Honeywell’s staffing management professionals are also utilizingRecruitsoft’s configurable workflow. A workflow specified for universityrecruiting has been designed to ensure that recent or soon-to-be collegegraduates are identified as viable candidates and are screened and qualifiedmore quickly.


Additional benefits Recruitsoft brings include:

  1. Real-time process improvements and tracking of important data andinformation such as EEO

  2. A means of reporting on important metrics including time to hire, costper hire and productivity increases

  3. Significant improvement in the approval process to create and approve arequisition, allowing recruiters and staffing managers to find qualifiedcandidates faster

  4. A highly improved screening and assessment process based on skills

  5. The tracking of candidate sources and reduction of advertising costs andthird-party recruiters (Honeywell expects agency fees to decline steadily eachyear)

  6. Reduction in candidate obsolescence as a result of configurable workflowand collaboration

Arnold reports, “We have worked with Recruitsoft to map our businessobjectives and though we have only been live for a short time, we have alreadyseen cycle time reduced. As such, we expect the right candidates to be deployedacross our organization faster, at the right time. We feel that time tocontribution and productivity will be positively impacted throughout Honeywellas well.”

Posted on July 3, 2002July 10, 2018

HRplus Makes Thorough Background Checks Easy

When Kimberlye Hudson went to work as a human resources generalist at theRegional Organ Bank of Illinois, she found what she considered to be asignificant piece of the company’s human resources framework missing. Therewas no program in place to run background checks on potential employees.


Having worked at other companies where thorough background checks wereroutine, Hudson recognized the importance of having checking processes in placethat were not only complete and wide-ranging but also quick and easy to perform.


Within a few days of turning to HRplus for a solution, she had acustom-tailored background-check process in place and ready to run. “HRplusdoes everything for you,” says Hudson, who found HRplus through a Web search.”They send you a checklist and you can simply check off the types of servicesyou need and they take care of everything else.”



“I’ve used background-check services before, but HRplus has been just excellent. They make everything very specific and easy to understand.”


Hudson’s point person at HRplus was Anna Sauer, director of nationalaccounts, who says that it is becoming more and more common for midsizecompanies like the Regional Organ Bank of Illinois to rely on backgroundchecking in the same way that large corporations do.


“Kimberlye said she always wanted to do reference checks and at least abasic level of criminal-background checks, and we were able to put that togetherquickly for her,” says Sauer. “One service that we offer that no one else inthe industry has is our Comprehensive Guaranteed Reference program, and this isthe one we selected for Kimberlye.”


Through the Comprehensive Guaranteed Reference, when Hudson identifies anypotential job candidate, “we check with at least two of their previousemployers and we go directly to their supervisors at those places,” saysSauer. “We don’t go through the HR department because we want to heardirectly from the horse’s mouth, so to speak, just what type of employee thisperson was. We go through everything from what their work habits were like, whattheir attendance was like, how they got along with people, what their strengthsand weaknesses were, how they handled stress.


“What we can then give back to our client is an actual overview of whatthis person was like as an employee in a day-to-day situation.”


HRplus also set up a system to run comprehensive criminal-background checksfor potential employees who might work in more sensitive positions or requirespecific professional licenses. This, says Hudson, is a service that somecompanies neglect but that has become increasingly necessary.


Since the Regional Organ Bank of Illinois partnered with HRplus in March2001, a third component has been added to the package: a driving-record check.


“I’ve used background-check services before, but HRplus has been justexcellent,” says Hudson. “They make everything very specific and easy tounderstand. Anna answered all my questions quickly and comprehensively and evenset me up with a sample of how it would all work. The larger companies Icontacted didn’t do that.”


Hudson says she knew quickly that she had selected the right vendor. “We’vefound the package they provided for us to be much more cost-effective, and itsaves us many, many man-hours. What would take us four to five days now takesjust a few hours.”

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