Author: Site Staff

There’s more to a satisfied employee than high pay and flashy perks.

• Before plotting a retention strategy, a company’s leaders need todevelop a plan for turning the company around, and decide whether they’rewilling to stay and do what it takes to achieve it.

• Instead of first looking to make cutbacks, identify the employee”talent” essential to making the turnaround plan work.

• Aggressively “re-recruit” essential talent. Explain their rolein the comeback plan and how they specifically stand to benefit, bothfinancially and in their careers, from the company’s survival.

• Negotiate individually tailored incentives for employees who stay.

• Don’t try to buy retention success. Offer a combination of cash andstock compensation, career opportunities, and flexible working arrangements.

• Try “purchasing agent-style” compensation, in which employeesare rewarded for achieving specific goals crucial to the company’ssuccess.

• Set up an effective internal communication program to make sure thatemployees get reliable, up-to-date news from executives about the company’sturnaround progress. Take advantage of teleconferencing, intranet Webcasts,and other communications technology.

Workforce, November2000, Vol. 79, No. 11, p. 60 — Subscribenow!

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The statements below are designed as an initial assessment of how your organization,division, and/or department is doing at responding to the employee search forwork as a “noble cause.” The assessment is meant to guide your thinking,not to provide a definative quantitative appraisal of your progress. For eachquestion below, use the scale provided to answer how true the statement is ofyour work environment: 1 = not true, 2 = somewhat true, 3 = true

__ Ourcompany has a statement that describes the deeper meaning of our productor service — for instance, making people happy, making people feelat home, preserving and improving human life. __ Employeesare involved in community service or volunteerism on behalf of thecompany. __ Ourcompany has a set of values that are meant to inspire people to higherethics and to do the right thing. __ Ourcompany has a reputation in the community for its commitment to thelarger community. __ Atlarge company meetings, results are often presented in terms of howour services have made an impact on people, not just profits. __ TOTAL

Score:

< 7

Take a full week’s management retreat for brainstorming policiesthat address these concerns.

7-10

You’re beginning to look responsive.

11-13

You are above average in meeting today’s workers’ needs, butthere is still room for improvement.

14-15

You are an inspiring example, and probably have the best workersand a strong bottom line to show for it.

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The bank’s approach to increasingemployee retention and internal promotions centered on its Opportunity Knocksprogram. It includes:

• Get senior management involved.Opportunity Knocks has been successful in part because the HR team workedclosely with its management clients, consulting them at every stage of theprogram’s development. As a result, HR not only benefited from management’sideas on how to improve the program, but also built support that was crucialto making it work in practice.

• Align the career program with yourbusiness needs. Opportunity Knocks was designed specifically to servecompany goals-reducing attrition, increasing internal promotions, andimproving employee morale and job satisfaction.

• Create a process, not just aprogram. Opportunity Knocks isn’t just a class that employees take and thenforget about. It’s a process that they can continue to follow as they moveup or around inside the company. The program organically encourages thatcontinued work, because it focuses on providing workers with tools andopportunities to use them rather than just motivational pep talks.

• To build support, go back and showresults. In its business plan for the program, First USA’s HR team lookedfor quantitative ways to measure the success of Opportunity Knocks and settangible, achievable goals. When the program met those marks, HR could showthe data to managers in the bank, and reinforce their commitment to theprogram.

• Keep the program dynamic. FirstUSA’s HR team uses surveys, focus groups, and individual interviews to studythe program’s effect on employees. “We intend to keep reassessing whatwe’re doing, and looking for ways to improve it,” Brown says.”It’s important to keep focused on what people really need.”

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Q

Dear Workforce:

I am recruiting a highly desirable candidate for our technical developmentteam, but there’s one problem: we can only get him at a salary that’s three tofive times higher than the senior-most person on the team. The candidate has acomparable skill level but two fewer years’ experience than the senior staffmember.

Do we go ahead and pay his asking price, thus giving rise to an imbalance inour pay structure? Or do we revise our senior technician’s salary to offset theimbalance?

— Betwixt and between, senior executive-HR, software/services, Mumbai,India.

A Dear Betwixt:

In the work world we are moving into relationships with employees that needto be specific to each individual. That is why we have one-to-one relationshipsrather than one-to-many relationships. This provides the flexibility needed toaddress the differing needs of each person. And this is the most effective wayto attract and retain valued talent. With that in mind, it is important tonegotiate compensation for your new recruit that matches his market value.

The significant difference between your new recruit’s market value and thatof your senior-most employee raises questions that should prompt an assessmentto see if your compensation levels are competitive. A multiple three to fivetimes higher seems excessive and also calls into question the claims of the newrecruit.

Salary is only one part of the relationship with the employee. Employeebenefits, support for development, and recognition of flexibility in workingarrangements can be equally important. For your existing employee, it will beimportant to understand which factors are of greatest importance and respondaccordingly.

SOURCE: Ron Elsdon, director, retention diagnostic services, Drake Beam Morin, San Jose, Calif., April 25, 2001.

LEARN MORE: See “Can the Internet Help You Hit theSalary Mark?“

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.

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Dear Workforce Newsletter

If you are one of the many millions of employers who are deciding that the technologyage will benefit your company, or are a seasoned veteran in the push towards aplugged-in, paperless world, don’t forget to put your policies and proceduresin lock step with your laptops, Web browsers, and information systems.

A common mistake with moving to new technologies is trying to adapt the systemsto accommodate out-of-date policies. The unfortunate result is that a lot ofmoney can be spent on custom programming that shoehorns a policy into a systemthat wasn’t designed to handle it in the first place.

Here’s your first lesson: Don’t fight the system.

The greatest benefit of new technologies is that they tend to focus more onprocess rather than programming. The ultimate goal is to streamline yourcorporate functions into an efficient, well-oiled machine. That means you mightjust have to evaluate some of those long-held policies and see if they reallyare contributing to your bottom-line.

The second simple lesson is that technology should make your life and the livesof your employees simpler. This means better access to information, easier abilityto make decisions, and less time spent manually performing routine tasks. Somecommon areas that you see this happening today are:

• Home-based telecommuting.
  

• Online, video or telephone meeting/conferencing.

• Web or telephone-enabled information systems (e.g.,benefits enrollments,corporate intranets).

• Mobile information sharing (e.g., laptops, PDAs)

Therefore, here are areas that you’ll need to focus on when doing any technologyimplementation and policies that may help get you there:

• Have a plan. Look at technology in the same strategic sense as theproduct or service you sell. It can end up affecting every part of yourorganization, including your customer. Have a strategic plan that guidesall levels of and types of technology, from your overall system backbone(i.e., network) to how e-mails should be addressed. This strategic planshould be as much about culture as it is about process.

  
  

  Sample Policies/Tools to Consider:

  • Strategic technology mission statement/goals.

  • E-mail and Internet usage policies.

  • Evaluation plan for the addition of new technologies.

  • Crisis/disaster management plan.

  • Training and development plan.

• Bring employees up to a comfortable speed. Invest some timeand dollars in assessing your employees’ readiness for the technologicalchange you’re proposing. For instance, if you will want employees to doWeb-enabled benefits enrollments, make sure they are comfortable with usinga Web browser. This evaluation will also keep the end-user in mind whenthe vendor throws out those “bells and whistles” in front of you.

  
  

  Sample Policies/Tools to Consider:

  • Basic computer/Internet training for all employees.

  • Competency requirements built into job descriptions that include baseknowledge levels in technologies the company may be using.

  • Top-level support and usage of the technology.

• Evaluate the way people work. In this age of the “virtual office”and the ability to work almost anywhere except the home office with a laptopand cell phone, you can realize some great benefits by having employeeswork in non-traditional settings. For example, if you can identify individualswhose job can be done from their home, there are “wins” on bothsides. As an employer, you can save on office space.

  
  

  For the employee, work/life issues may be better managed without the constraintsof the typical 8 to 5 workday. Of course, not all companies or specificpositions within companies can utilize the benefits of the “virtualoffice,” but for those that can, it can make your company more nimblein terms of staffing, organizational design and communications.

  
  

  Sample Policies/Tools to Consider:

  • E-mail/phone etiquette.

  • Flexible schedules.

  • Telecommuting (include workers’ compensation and OSHA issues).

  • Evaluate issues of meeting in person versus via conference or onlinemeetings.

  • Time and project management training.

  • Flexible compensation programs (project or volume-based versus hoursworked.

  • Organizational/workforce planning.

In all of this, consider foremost how your customer will be impacted by yourtechnological moves. You may even want to involve your customers in the planningprocess. Changes in corporate policies and procedures can sometimes mean changesin the way business is done. If it makes sense for your customers, then it’smore likely to be a winning proposition.

Managing your global workforce, using technology to cut costs, and anthropological HR – all in this month’s issue of Workforce! Subscribe Now!

Features HR Takes on Tough Times The practice of HR has never been easy, but the slowing economy, combined with a labor shortage, has made the job harder than ever. Here are tactics and tools to help you survive – and thrive. By Shari Caudron Hold the Line on Salaries And Benefits HR is in a squeeze play. There’s pressure to raise salaries to keep competitive, and as much pressure to cut costs. Salaries and benefits are tempting targets. How are companies holding the line? By Todd Raphael Using Technology To Cut Costs Despite an ailing economy, many HR professionals report that technology – used right – can be an excellent cost-cutting tool. Ericsson Inc. is one firm whose new technology approach already is paying off. By Janet Wiscombe Training Proves Its Worth It’s a time of reckoning for training. Does it bring new customers? Does it reduce turnover? Does it contribute to the bottom line? If you can prove training’s real value, you can keep it from being cut. By Carroll Lachnit Special Advertising Section Leader Summit Series New challenges and opportunities in benefits: HR faces rising expenses, demanding employees, and a host of new benefit offerings. Industry leaders explain the changes and describe how you can realize gains for your company and employees. Departments Between the Lines A late bloomer’s lessons in HR. Mailbox Better health care for everyone • Going after gossip The Buzz Businesses build bridges to Hispanic employees • Tailing the innovations at JetBlue • Well Done: A different kind of onsite clinic at PolyOne On the Contrary Shari Caudron confronts her inner private person, and finds that selfishness can actually benefit others. What Works Everyone wants fast results. But when it comes to changing an organization, Tom Terez says it takes time to do things right. Interview Are you a gatekeeper? A pulse-taker? A hub? Anthropologist Karen Stephenson sees all those roles as she studies the informal networks in organizations. Dear Workforce: Tips on introducing new employees to your company’s mission • Reviewing why you review • How to let an employee know she’s losing some of her duties Small, Medium, Large Three companies share their strategies for managing workforces that stretch from Munich to Miami. Technology, teamwork, and “trinkets and trash” help. Legal Insight Dos and don’ts for mandated training • Pay options for exempt employees • A company discriminated when it excluded prescription contraceptives Think Twice Internet abuse at work is a real issue – no question. But Todd Raphael wonders if some solutions being offered to HR are fixes for the wrong problem.

Q

Dear Workforce:

I’m a 55-year-old professional who lost a corporate HR position nine yearsago. Since then I’ve operated a successful retail business. But I have a burningdesire to return to HR. Though a generalist, my major strength is in laborrelations. How can I get back?

— Owner, wholesale trade business, King of Prussia, Pennsylvania.

A Dear HR King:

First of all, congratulations for your willingness to reinvent yourself. Ittakes more courage than many people possess.

Your biggest challenge is going to be convincing employers that you havecurrent, relevant HR skills. The field of human resources has changed quite abit in the past decade. Not only have new laws been enacted (e.g., FMLA in 1993,HIPAA in 1996) and landmark Supreme Court decisions been handed down (e.g.,Burlington Industries v. Ellerth and Faragher v. City of Boca Raton), but thevery concept of what constitutes human resources has been altered. Theprofession has shifted from more of an administrative role to a strategic one.

You don’t mention whether you have either a Professional in Human Resources (PHR)or a Senior Professional in Human Resources (SPHR) designation, but my firstsuggestion would be for you to obtain one or the other. You can contact theSociety for Human Resource Management for information. Possessing either one ofthese credentials would reassure employers that your knowledge and skills areup-to-date.

I also recommend that your resume emphasize your management skills. Show howyour more recent management experience directly ties into the functions youwould be carrying out as an HR professional. Always, always write a coverletter. Research the companies you are interested in and attempt to reflect thatknowledge in the letter. Tailor what you write to each specific job and, again,emphasize how your management experience would enable you to do the position youare seeking.

Don’t go further back on your resume than necessary. Stop, at the veryearliest, at your first HR job. Don’t give the dates you received any of yourdegrees, unless they were recent. Unfortunately, age discrimination stillexists, and you want to be judged first and foremost on your experience.

Your best bet for finding an employer willing to give you a chance is eithera very small company or a very large one. Small companies are known risk-takersand, because their employees frequently have to wear many hats, often value morehighly a breadth of experience. Large companies, on the other hand, have morevacancies to fill, and their more narrowly defined positions allow them to hirepeople for their strengths in a particular area (such as yours in laborrelations). On a related note, you also may want to focus on companies that areunionized and would need your expertise. Be willing, too, to start even lowerthan a managerial position. If the company and opportunity are right, you willquickly move up.

Lastly, remember the old adage: It’s not what you know; it’s who you know.Talk to your friends, neighbors, and business acquaintances. Spread the wordthat you are looking. Join your local association chapter, your city’s chamberof commerce, and/or a volunteer organization whose cause interests you. Serve ona board of directors for a non-profit. And network, network, network. Good luck!

SOURCE: Jennifer Garrepy, HR manager, Personnel Management Systems,Inc.,Kirkland, Wash., April 25, 2001.

LEARN MORE: Find more than 100 Workforce articles on HRcareers.

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.

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Dear Workforce Newsletter

The following is one policy used to allow employees alternating Fridays off.

1. PURPOSE:

   The purpose of this policy is to establish a guideline for hours worked and payment of overtime.

2. POLICY:

   1. Work Schedule

      1. There are three standard work schedules established per Policy #115:

         • The Yellow schedule consists of 7.5 hours of work, Monday through Friday (37.5 hours per week, 75 hours per pay period).

         • The Blue schedule consists of 8.5 hours of work, Monday through Thursday, 7.0 hours on the first Friday and the second Friday off (week one = 41 hours and week two = 34 hours, 75 hours per pay period).

         • The Red schedule consists of 8.5 hours of work, Monday through Thursday, off the first Friday and 7.0 hours on the second Friday (week one = 34 hours and week two = 41 hours, 75 hours per pay period).

         1. The normal workday includes an unpaid one-hour lunch period, one fifteen-minute break in the morning and one fifteen-minute break in the afternoon.

      2. Flexible starting and ending times are permitted with the Department manager’s written approval. The starting and ending times of such schedules must contain a one hour unpaid lunch period, and begin and end within the following schedule:

         
         

         Beginning time – between 6:30 AM and 9:00 AM
         Ending time – between 3:00 PM and 6:00 PM

         1. Once hours have been established, they become fixed until changed by the manager and employee.

         2. Hours may be different on different days if there is special need and the manager approves. Any hours established must have the prior approval of the department manager.

   2. Business Results, Inc., will pay overtime under the following circumstances:

      1. EXEMPT employees, as defined by the Fair Labor Standards Act, will normally not be paid overtime.

         1. Supervisors and administrative exempt employees who are scheduled for extended work weeks for a specific project may be granted overtime (at their straight time rate) only as specifically approved by the supervisor’s manager. Extended workweek scheduling will be requested by the supervisor or manager only to meet unusual business necessity.

         2. An extended work week meets the following criteria:

            • Is a business necessity (overtime is the only way the task can be completed in an acceptable time period).

            • Extended work schedules and actual hours worked are in excess of regularly scheduled hours per week.

            • Extended work is scheduled for a period of two or more consecutive weeks, not to exceed four weeks without approval.

         3. All exempt overtime requires advance written approval of the employee’s manager.

         4. Exempt overtime will be paid as straight time once weekly hours exceed 42, and above conditions are met.

         5. No other overtime payments will be made to exempt employees.

      2. NONEXEMPT employees, as defined by the Federal Labor Standards Act, may be required to work overtime based on business necessity. Any nonexempt employee who works overtime will be paid as follows:

         1. Hours worked in excess of regularly scheduled hours of work in one day or in one week: one and one-half (1 1/2) times straight time.

         2. Hours worked on a paid company holiday (in addition to holiday pay): one and one-half (1 1/2) times straight time.

         3. Hours worked on the seventh day worked in one week: one and one-half (1 1/2) times straight time for regularly scheduled hours (i.e. Yellow schedule = 7.5, Blue/Red = 8.5).

         4. Hours worked in excess of 12 hours in one day or in excess of regularly scheduled hours on the seventh day worked in one week: Double the regular straight time rate.

         5. Personal time off, vacation, personal floating holiday, or sick leave shall not be construed as actual hours worked for purposes of calculating overtime. Holidays will be considered hours worked for these purposes.

   3. Payment for hours worked during business travel

      1. Whenever possible, NONEXEMPT employees traveling on company business are expected to do so during normal working hours.

      2. NONEXEMPT employees who travel on company business will be paid according to the above guidelines for nonexempt overtime. Overtime will be paid only for time actually spent in transit.

      3. NONEXEMPT employees traveling on business will not be paid for time between work assignments; e.g., if the employee stays the night in a hotel, pay begins when the employee begins to work, or is in transit.

3. IMPLEMENTATION:

   1. Overtime Approval

      1. EXEMPT overtime is given only in the event of a special project or extraordinary schedule. It is to be scheduled in advance, in writing by the department manager, with the knowledge of the functional Vice President.

      2. NONEXEMPT overtime may be worked on an as-needed basis, but only with prior authorization from the supervisor/manager.

      3. It will be the responsibility of the supervisor/manager to know when employees are working overtime and to control its use.

 

Prepared by:

______________________________
Jane Smith, Director, Human Resources

Approved by:

______________________________
Dianne Smith, President and CEO

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. State laws may differ.

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