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Author: Site Staff

Posted on May 23, 2002June 29, 2023

Flextime Evaluation Form

Flextime Request


Name: ___________Title: ___________Date: ___________
Exempt: yes   noDept: ___________Mngr: ___________

NOTE: The person requesting flextime isresponsible for securing coverage if needed.


Flexibility Requested: hours location  Dates: ___________

Explain (incl. datesand change from current schedule):


 


 


How will this enhance your ability to performyour job?

 


 


Team Involvement Needed: yes no  Team Involved? yes  no
What coverage is needed?

 


 


What work will be done?

 


 


Who will benefit from work done?

 


 


Approved By:____________________________  Date: __________
– – – – – – – – – – – – – – – – – – – – – – – — – – – – – – – – – – – – – – – – – – – – – – – – – – –

COMPLETE AFTER FLEXTIME HAS BEEN UTILIZED


How did flextime enhance your ability to getyour job done?

 


 


Did you accomplish the specific workdescribed in your request?

 


 


How was it an improvement for any of thefollowing:
· USER·SUPERVISOR· OTHER
·EXTERNAL CUSTOMER·INTERNAL CUSTOMER

Explain:


 


 


Were you satisfied with the process? Why orwhy not?

 


 


Does this enhance your job satisfaction?Explain:

 


 


Did customers express satisfaction with workperformed?

 


Did this enhance your ability to perform yourjob? Explain:

 


 


Was the customer: internal  external

TO BE COMPLETED BY SUPERVISOR


Do you agree with the evaluation?yes  no
Could this use of flextime be improved?Explain:

 


 


ATTACH ANY ADDITIONAL COMMENTS AND RETURNTO HUMAN RESOURCES


Reprinted withpermission from “ExhibitBook of Personnel Forms,” Watson Wyatt Data Services. For moreinformation, visit www.wwdssurveys.comor call 201/843-1177

Posted on May 21, 2002July 10, 2018

The Workforce 80: Compensation to The ADEA

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 late 1930s.


“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 May 21, 2002July 10, 2018

The Workforce 80: Discrimination Cases to The Rise of Teams

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 late 1930s.


“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 May 20, 2002July 10, 2018

Tech Trends to Watch

Decision-support tools are just one of several HR technology trends that HRshould keep an eye on this year, according to Watson Wyatt, a global consultingfirm specializing in human capital and financial management. Here are some othertrends that HR should follow:

  • Enhanced workplace portals and intranets. As enterprise portals evolveinto worker productivity tools, several HR domains will benefit from new onlinesolutions, including e-health tools, defined contribution health care models,compensation systems, and performance management tools.

  • Increased technology access to more workforce segments. Companies willcontinue initiatives to get more employees Web-connected, allowing greateraccess to corporate systems and HR information from home or travel.

  • Greater reliance on ROI tools. Top management will exert more pressure on HR to justify investments in HR technology through ROI analysis and business case development.

  • Growing focus on optimizing current HR systems. Sensibility will be thekey factor as companies seek system optimization and integration solutions.Optimization trends will include improving legacy systems and connectingexisting disparate systems.

  • Increased use of virtual workplaces. With an eye toward increasing workerproductivity, approaches such as online meetings, project team workspaces, Webconferences, and video conferencing will continue to gain popularity.

  • Demand for better integration and collaboration between vendors. HR willcarefully select technologies to meet overall business needs and examine howvendor services can be bundled.

Workforce, June 2002, p. 53 — Subscribe Now!

Posted on May 19, 2002July 10, 2018

Dear Workforce How are Organizations Handling Compensation for Sales-Support Staff?

A Dear Need to Adjust:


In today’s selling environment, organizations are realizing that thecontribution of sales-support employees is critical to the overall success ofthe entire sales force. Consequently, compensation and reward strategies forthose employees are now reflecting this


The term sales support covers a wide array of roles and therefore can bemisleading. Sales support can span functions from customer service or leadgeneration, to highly trained and well-compensated implementation engineers.Enlightened companies understand that failure to execute from a supportperspective can compromise a well-developed, complex sales strategy. Thesecompanies believe that, leveraged correctly, sales support can be vital tobuilding better customer relationships, delivering value, gaining competitiveinformation, and creating additional demand.


Compensation for support employees generally includes a variable component aspart of the overall targeted earnings. The level of variable compensation, incomparison to base salary, is typically a function of the level of thecontribution to the sale and the risk undertaken. Some of the actualcompensation mechanisms include commissions for lead generation, securing salesforce appointments, and add-on sales. Other compensation schemes include bonusesfor team-based results tied to the overall success of the sales force.


In high-tech organizations, bonuses are often paid for successfulimplementation of systems or securing of engineering design wins. Implementedcorrectly, incentives for sales support employees can provide a high return fora small increase in cost of sales, and significantly serve to recognize thecontribution of important employees who often get overlooked.


The challenge with implementing these compensations programs generallycenters on determining who in the organization qualifies for incentivecompensation, as many employees contribute to sales-force success. However, thekey is to turn this challenge into a positive by strengthening career pathprograms whereby “unincented” staff can move into “incented” positions,reinforcing the importance of sales throughout the organization.


SOURCE: Holden International,Chicago, Illinois.


LEARN MORE: Traditional Pay vs. Strategic Pay


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

Aska Question

DearWorkforce Newsletter

Posted on May 17, 2002July 10, 2018

HR’s Customers Say It Doesn’t Always Deliver

Alan Wolfson, a consultant with the Hay Group, has worked with many organizations to conduct HR audits.These observations about what customers want — and how they perceive HR — are drawn from audit results and what he hears in his continuing practice.

WhatHR Customers Need HowHR is Seen by Customers
High-qualityhires Itgets a list of “bodies” quickly
Dismissalof performers Itcreates roadblocks that are impossible to cross
Payfor performance Anydeparture from established scales means trouble
Trainingto help employees improve their performance Appraisalsmust be completed on time; content doesn’t really matter
Recognitionthat improving skills is essential to long-term success Trainingprograms will be run only when there are enough people to justify thecost; programs are judged on process, not content
Flexibilityin applying rules to meet the requirements of departments and employees Arule is a rule

Workforce, June 2002, p. 30 — Subscribe Now!

Posted on May 13, 2002June 29, 2023

Halogen Software

Halogen Software is the leading provider of web-based Human Capital Management software. Visit Halogen Software at ASTD, booth 1403 and receive this special offer!

Halogen Software provides web-based solutions which allow you to create and deploy sophisticated employee appraisals, 360-degree feedback or online surveys with point and click simplicity with a custom look and feel with full analysis and reporting.
Return to ASTD 2002

Posted on May 13, 2002June 29, 2023

Peopleclick – Booth 308

Peopleclick is helping companies unlock their full potential with comprehensive solutions to build a productive and diverse workforce. Stop by our booth and pick up your key for a chance to unlock the Peopleclick prize box. You may win $250!
Return to IHRIM 2002

Posted on May 13, 2002June 29, 2023

BrassRing – Booth 509

BrassRing helps leading companies manage everything from employee recruiting to workforce management. Share your staffing challenges with us and we’ll show you how Talent Relationship Management (TRM) can help you achieve your business goals and enhance your competitive advantage.
Return to IHRIM 2002

Posted on May 13, 2002August 3, 2023

IHRIM 2002 Spring Conference & Exposition

IHRIM2002 Spring Conference & Exposition
June 9-12, 2002
Orlando, Florida
Click on the links below forspecial offer coupons redeemable at this year’s show:
 Peopleclick

Booth308 

Visit Peopleclick at IHRIM 2002 and find out how our Recruitment, Workforce and Affirmative Action solutions can work for you.
SPECIALOFFER!
 BrassRing

Booth509 

Helping enterprises engage and deploy talent to maximize advantage. Visit booth 509 to see Enterprise 5.0 and claim your free gift!
SPECIALOFFER!
 UltimateSoftware

Booth211 

Receive your free gift when you ask about UltiPro’s comprehensive human resources, payroll and reporting functionality and low per employee/per month pricing.
SPECIALOFFER!
 Workforce

Booth228 

Visit Workforce and get your hands on the most comprehensive HR Vendor Directory available. It’s a MUST HAVE any HRIS professional.
SPECIALOFFER!

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